On the agenda: meeting — Data Center (Jul 13)

AGENDA
MIDDLESEX COUNTY
ECONOMIC DEVELOPMENT AUTHORITY
Boardroom of the Historic Courthouse, Saluda, Virginia
Monday, July 13, 2026
6:00 P.M.
1. Call to Order
2. Remote Participation in Meeting – Consideration of approval for any EDA members(s) to participate in
meeting remotely via Zoom pursuant to §2.2-3708.2 and §2.2-3708.3 of the Code of Virginia
3. Approval of Agenda
4. Approval of Minutes – June 8, 2026 Regular Meeting
5. Tourism/Marketing/Promotion Report – Ms. Law
6. Guest Speaker – 1) Mike Purello, Executive Director - Rivers Region Entrepreneurial Ecosystem
Council
7. Treasurer’s Reports – June
8. Old Business
A. Event Sponsorship Request – 2nd Presentation – Chesapeake Bay Croquet Club – Consideration of
Approval
B. Noise Ordinance – County Rescinded 06/02/26 and Appointment of Noise Ordinance Review
Committee – Member Discussion
C. GO VA Region 6 Planning Grant Application – Marine Industries Commerce Park & Workforce
Training Facilities – Consideration of Authorization to Submit - Mr. Funkhouser
9. New Business
A. Project Access Update –1) Recently Completed, Current & Proposed Maintenance, 2)
Consideration of the Establishment and Relocation of Easements - Mr. Heyman & Mr. Funkhouser
B. County Surplus Properties – Consideration of Options to Recommend to Board of Supervisors
10. Reports/Information
A. Committee Reports
i.
Tourism – Mr. Heyman & Mr. Webre
ii. Aquaculture/Agriculture/Forestry Industries – Mr. Crittenden & Mr. McMinn
iii. Business & Community Development – Mr. Anzivino & Ms. Holmes
iv.
Workforce Development – Mr. Reed & Mr. Webre
v. Infrastructure, Business & Industrial Sites – Mr. Crittenden & Mr. Heyman
B. Executive Director – Funkhouser
i.
Blue Catfish – GO Virginia Grant – Market Analysis Review Comments from EDA
ii.
Future Agenda Items – 08/10 Speakers 1) Katie & Chris Parker Sandy Point Marina and
2) Richard Wiatt Richard Wiatt, VHB, Project Access Build Application and Working
Waterfronts Plan Update
iii. Future Action List
11. Chairman’s Comments
12. Board Member Comments

13. Public Comments
14. Adjournment
Next Scheduled Meeting Date/Time: Monday, August 10, 2026 @ 6:00 P.M.

THE MINUTES OF THE JUNE 8, 2026 MEETING
ECONOMIC DEVELOPMENT AUTHORITY OF MIDDLESEX COUNTY
IN THE BOARDROOM OF THE HISTORIC COURTHOUSE
SALUDA, VIRGINIA
Present:

John Anzivino, Chairman
Jerry Crittenden
Hallie Holmes
Doug McMinn
Joe Heyman, Treasurer
Anton Webre, Secretary

Absent:

James Reed, Vice-Chairman

Staff:

Trenton Funkhouser, Executive Director
Kelsey Briggs, Office Manager

CALL TO ORDER
The June 8, 2026 meeting of the Economic Development Authority of Middlesex County (the
“EDA”) was called to order by Chairman Anzivino at 6:01 p.m. in the Boardroom of the Historic
Courthouse, Saluda, Virginia.
APPROVAL OF AGENDA
The Chairman asked for any additions or deletions to the agenda. Hearing none, a motion to
approve the agenda was made by Mr. Heyman, seconded by Ms. Holmes and approved
unanimously.
APPROVAL OF MINUTES
The Chairman noted the minutes from the May 11, 2026 meeting and asked Board members
present if there were any proposed changes. Hearing none, a motion to adopt the minutes was made
by Mr. Webre, seconded by Mr. Heyman and approved unanimously.
TOURISM/MARKETING REPORT
Ms. Law noted the updated EDA website pages - Phase One complete, various revisions are being
addressed and future plans include “white paper” concepts under consideration on several topics
as noted in her monthly report. The revised web pages will also include the business directory and
several “job boards” to promote local employment opportunities and resources available to assist
job seekers.
Ms. Law discussed the launch of the summer edition of "Where the Wild Things Are," (a VA
Tourism Corporation grant-funded project) focusing on marine wildlife and family-friendly
summer activities.

Ms. Law noted the two digital visitor kiosks were operational before Memorial Day and were well
received. She provided updates on planned openings of local businesses noting Urbanna Seafood
and The Wooden Pickle both still a few weeks out from opening. She noted videographer Chad
Williams recently completed 12 hours of video footage, including Arts in the Middle, fishing, and
soft-shell crabbing. She also noted The Sandy Point Marine Services video shoot was completed
as part of an ongoing effort to highlight local businesses and the most recent one will be edited
and released soon.
Mr. Anzivino noted website traffic is up, social media is down, with occasional semi-viral posts.
Ms. Law explained the challenge of maintaining social media engagement and the impact of viral
posts.
GUEST SPEAKER
Tim Thompson introduced his cultural journal, Chesapeakeville Magazine, focusing on the
Chesapeake Bay, seafood, watermen, and aquaculture. Mr. Thompson discussed the magazine's
historical significance and its archival in the Library of Virginia. He discussed the challenges of
print magazine distribution in the modern age, relying on core subscribers and sponsor ads. He
shared the need for funding to print and distribute more magazines.
Mr. Heyman and Mr. Webre suggested exploring YouTube and other digital platforms to increase
the magazine's reach.
Mr. Anzivino suggested working with Whitney Law to discuss possible social media assistance
options. Mr. Thompson expressed interest in working with Ms. Law to explore potential funding
sources and digital strategies.
TREASURERS REPORT
Mr. Funkhouser presented the Treasurer's reports, highlighting the renewal of a Treasury Direct
bill that matured on May 14th. He noted the various expenses for the Lawler (VA250 speaker)
event, the monthly Dominion Energy charges associated with Project Access and the updated the
accounts receivable item reflecting accrued interest on the Middlesex Water Authority loans.
Mr. Heyman discussed the payment to James Love and Son, noting that part of that payment was
from a bill from last year shortly after EDA purchased property in October.
Mr. Funkhouser noted he received the first revenue check for Project Access slip rentals in the
amount of $11,928 and that deposit will be reflected in the June Treasurer’s Reports. He also noted
he received a list of tenants and Norview Marina is continuing work on some more detailed internal
reporting that they will share with the EDA upon completion.

OLD BUSINESS
A. EDA Budget FY-26-27-Consideration of Approval- Mr. Funkhouser discussed the EDA
budget for fiscal year 2026-2027, including a 2% general salary adjustment as approved for
County employees by the Board of Supervisors and the new insurance costs associated with
the EDA’s share of health insurance for the Office Manager.
The FY 26 -27 EDA Budget was approved by acclamation.
NEW BUSINESS
A. Event Sponsorship Request-Initial Presentation-Chesapeake Bay Croquet Club- Nancy Crouch
and Macey White discussed the application with EDA members, noting the Club was
celebrating its 10-Year Anniversary. The Club recently hosted the Southeast Regional Croquet
Tournament and noted the new digital visitor kiosk was very well received at their location for
that weekend.
Ms. Crouch noted the Club is requesting a $3,000 grant to help with their 10-year celebration
stating the majority of the funds will go toward marketing and advertising.
Mr. White noted 20-50 people come to play in the tournaments, but they also bring their
families. He stated he would like to promote the Club as a vacation destination but needed
further assistance with that effort.
Mr. Anzivino noted the EDA policy of deferring action to approve event sponsorship
applications for 30 days and the EDA would consider a final decision at the July 13th meeting.
B. Project Access Update- Mr. Heyman provided an update on Project Access, including the
receipt of the first revenue check and the pump-out system repairs currently in progress. He
discussed the proposed installation of a water meter for the slips owned by the EDA and
currently receiving service from Norview marina and the potential for future grant funding to
cover the costs of a planned separate waterline to serve those slips. He noted the demolition of
the dilapidated fences along the entrance road, the expected cost and recommended removal
of the remaining portions which was approved by acclamation of EDA members.
C. Chief Local Elected Officials (CLEO) group- Mr. Funkhouser discussed the need for an
appointment of an alternate member to the Local Elected Officials group of the Bay
Consortium Workforce Investment Board. He noted Mr. Anzivino is one of two alternates
designated by the Board of Supervisors and the need to have a replacement for Ms. Celane
Roden as she is no longer an EDA member.
Mr. Anzivino made a motion to recommend Anton Webre to the Board of Supervisors as the
second Alternate. The motion was seconded by Mr. Heyman and approved unanimously.

D. Noise Ordinance- Mr. Funkhouser updated EDA members on this topic noting the Committee
was established by the Board of Supervisors at its June 2nd meeting but no committee members
were appointed.
Mr. Webre noted he would like someone from the marine industries to serve on the committee,
recommending Brian Miller, Sr.
EDA members discussed prospective committee members who had submitted applications todate to the Board of Supervisors and noted Mr. McMinn was listed.
Upon completion of EDA member discussion of this topic, Mr. Anzivino noted he will contact
Mr. Miller and contact the Board of Supervisors and recommend the addition of Mr. Miller to
the prospective committee member list.
E. GO VA Region 6 Planning Grant Application - Mr. Funkhouser requested action on this item
be deferred to the July 13th meeting as he failed to obtain all necessary support letters and inkind match forms for service on the associated advisory committee. He noted he also failed to
revise or otherwise complete the various text sections of the application and needed additional
time to do so. Lastly, he noted the Mathews EDA declined to provide a cash match but would
still be a supporting partner with service on the advisory committee.
Mr. Anzivino reiterated the application was incomplete and he would review the revised
application to ensure it was acceptable for submission to GO Virginia Region Six during the
next round of application deadlines in July.
Action on the application was deferred by acclamation.
REPORTS/INFORMATION
A. BOS/EDA Steering Committee – There was no meeting. Mr. Anzivino directed the
removal of this agenda item as no meetings had been scheduled in quite some time and noted that
he would like to have a future joint EDA/BOS worksession.
B. Committee Reports –
i. Tourism Committee- Mr. Heyman reported on the successful Arts in the Middle event,
noting the need for increased banner advertising and directional signage. Ms. Briggs
shared Saturday’s attendance was approximately 1,200 people and Sunday’s
attendance was approximately 800.
ii. Aquaculture/Agriculture/Forestry Industries- Mr. Crittenden reported on the challenges
faced by local agriculture due to the drought, including issues with corn and hay
production. Mr. McMinn discussed the challenges faced by the oyster industry,
including issues with seed production.
iii. Business and Community Development Committee- Ms. Holmes noted an email sent
by Ms. Bessida White to Chairman Anzivino, Chairman Don Harris, Mr. Funkhouser
and several others regarding interest in participating in the National Civil Rights Trail

and inquired about the feasibility of adding Middlesex sites to the Civil Rights Trail.
Mr. Funkhouser explained the process and costs involved.
iv. Workforce Development Committee- no updates.
v. Infrastructure, Business, and Industrial Sites Committee- no updates.
C.
Executive Director – Mr. Funkhouser reminded EDA members of the regional meeting on
June 18th at the Middle Peninsula Planning District Commission office in King and Queen. He
noted the Urbanna Seafood and Raw Bar opening was delayed due to a lack of ABC licensing
approval. He noted the second location for The Wooden Pickle restaurant in Deltaville was also
delayed due to issues with the Health Department’s approval for the operation of the existing
sewage disposal system.
EDA members discussed the issues facing these two businesses. Mr. Heyman suggested Mr.
Funkhouser speak to the two businesses to see where the EDA may be able to help. Mr. Funkhouser
stated he would contact the ABC agent for Urbanna Seafood’s application and also contact the
owners of The Wooden Pickle to confirm issues for delay and determine any opportunities or
options for EDA assistance.
CHAIRMAN’S COMMENTS
Mr. Anzivino reminded EDA members to review the website link for the updated EDA web pages
provided by Ms. Law and to provide comments to Ms. Law.
BOARD MEMBER COMMENTS
EDA members discussed the benefits of connecting to the Middlesex Water Authority (MWA)
system including cost savings and reduced maintenance. Ms. Briggs noted the cost of connections
and payment plan options. Mr. Webre highlighted the financial benefits of using county water over
well water, noting the lower costs and better quality. Mr. Anzivino noted Chip England, MWA
Executive Director, is tentatively scheduled as a guest speaker for the September EDA meeting.
Mr. McMinn spoke about the projects Lancaster County has completed for waterfront access and
marine industries. He noted they have public-private partnerships, including leasing of land and
suggested exploring similar efforts for Project Access and other similar local projects as well as
advertising the EDA property on the website.
Mr. Funkhouser noted he will contact John Bateman, Assistant County Administrator for
Lancaster County, as he is one of the primary staff leaders on those initiatives.
PUBLIC COMMENTS
None

ADJOURNMENT
Meeting was adjourned at 8:19 p.m. by acclamation.

________________________________
John Anzivino, Chairman
Middlesex County Economic Development Authority

_______________________________
Anton Webre, Secretary
Middlesex County Economic Development Authority

Marketing Report:

Middlesex County EDA - June 2026

EXECUTIVE SUMMARY
1. EDA Website - Ready for Launch
The EDA website has been updated with all edits received and is ready for launch. We are currently
in discussion with Kevin Gentry and Reed Quinn regarding the preferred hosting and domain
arrangement: specifically, whether the site should come under a county-managed account, per Trent's
recommendation, or whether the EDA should establish its own hosting account and domain
registration. Once that determination is made, we will proceed with the formal launch. Following
launch, we will continue adding regular content and communications to the site and will use it as the
primary landing page destination for social media posts, future email campaigns, and other outreach.
2. Business Directory - Planning for VisitWidget Integration
We are developing the plan for incorporating a full Middlesex County business directory into the
VisitWidget platform, which powers the Explore Middlesex app. Planning includes determining the
directory structure and how it maps to the app's current architecture. Alongside this, we are preparing
a refresh of existing app content with updated logos and current business information.
3. Videography - Footage Captured, Supplemental Contract Executed, RFP in Progress
Over the weekend of June 6 and 7, videographer Chad Williams captured footage across Middlesex
County, from Jamaica to Urbanna. Coverage included the Canoe House, Landing Beach, Urbanna
Main Street, public boat ramps, and broad county landscape footage. This content will be used
across social media campaigns, the EDA website, and other program deliverables. The contract was
funded through the Virginia Tourism Corporation grant awarded to the EDA in April 2026 and was
structured as a bridge contract to secure a high-priority filming window before a formal RFP could be
issued.
A draft RFP for a longer-term videography contract has been prepared. In the interim, we executed a
supplemental contract with Chad Williams to capture Fourth of July weekend fireworks coverage. The
RFP will have been circulated by the time of this EDA meeting.
4. Social Media - America 250 Series Drives Substantial Follower Growth
In June and into early July, we executed the America 250 Series, a social media campaign
highlighting the depth and breadth of Middlesex County's documented history. The series covered the
county's Indigenous peoples' history, the colonial and Revolutionary War periods, and civil rights-era
milestones. Fourth of July celebrations in Urbanna and Deltaville were also promoted within the
series.
The campaign performed among our strongest content of the reporting year. One post within the
series produced our highest engagement figures of the reporting period. Overall, the series drove 826
new Facebook followers and 56 new Instagram followers over its run. We plan to continue the series
through additional chapters in the county's history, including the boat building and commercial
seafood industries.
5. Around the Community - Business Openings and Relocations
Several business openings and relocations occurred in Middlesex County during June and early July:

-

Urbanna Seafood and Raw Bar reopened officially in the latter part of June. Early activity at
the location has been strong.
The She Shed, formerly operating in the Aylett area, has relocated to Urbanna, moving into
the space previously occupied by Warning Track Athletic Facility.
Riverhouse Creations, previously located next to Little Jimmies and most recently at 51 Cross
Street, has relocated to 121 Grace Avenue.
Downriver 33 opened over Fourth of July weekend at 16945 General Puller Highway, just
past the Deltaville Fire Department, in a building owned by Selene Meredith that had
previously been available for lease.

6. Rising Tide Video Series - Sandy Point Marine Services Episode Published
We published the Sandy Point Marine Services Rising Tide episode in June. Production of this
episode extended beyond the typical timeline: the subject required additional time to provide a
voiceover recording that was incorporated into the final cut. Once that recording was received, the
episode was finalized and published. The episode is performing well in early viewership. We are
preparing a production schedule for upcoming Rising Tide features, which will be shared in the next
reporting period.
7. Do The Loop - Phase 2 Strategy Confirmed, Waterway Guide Renewal Underway
Virginia's River Realm's Preferred Destination partnership with Waterway Guide, which has supported
the initial launch of the River Realm Loop through cruising guide placements and the Waterway Guide
website, is due for renewal. The Virginia's River Realm team evaluated two strategic paths:
-

A continued awareness-focused campaign, treating this renewal as a second wave of broad
exposure consistent with the approach used in the initial launch.
A conversion-focused approach centered on recruiting ten primary stakeholder marinas as
Loop Ambassadors, with those marinas offering preferential rates or complimentary
accommodations to visiting cruisers, promoted through Waterway Guide placements.

The team has confirmed a hybrid path. The editorial component will build awareness around a new
phase of the Loop: a Launch and Explore layer highlighting public boat ramps and public water
access points throughout the River Realm. Concurrently, we will approach the ten primary
stakeholder marinas about a co-op advertising placement with conversion-focused messaging.
To fund this effort, we will apply for the Virginia Tourism Corporation's Micro Business Marketing
Leverage Program (MMLP) grant on behalf of Virginia's River Realm. We will also assist the
participating marinas in submitting their own MMLP applications to fund a co-op full-page or
back-cover advertisement in Waterway Guide.

KEY METRICS (June
2026 vs. May 2026)
Category

June 2026 Performance (vs. May 2026)

Website Traffic

Total Visitors (Active Users): 21,000 (Up 7.5%)
Top Pages by Visitors:
River Realm Loop - 4,117 (Up 26.0%)
Outdoor Adventures - 2,314 (Up 38.7%)
Homepage - 1,248 (Up 5.6%)

Where the Wild Things Are - 1,029 (Up 1.0%)
Chesapeake Bay Boating Destination - 830 (Up 2.0%)
Upcoming Events - 558 (Up 32.1%)
Social Media(Explore
Middlesex)

Facebook:
Views: 321,500 (Up 551.9%)
Content Interactions: 3,300 (Up 343.8%)
New Followers: 826 (Up 535.4%)
Instagram:
Views: 22,000 (Up 36.9%)
Reach: 8,400 (Up 75.5%)
Profile Visits: 136 (Up 7.1%)
Content Interactions: 1,200 (Up 64.4%)
New Followers: 56 (Up 124.0%)

Economic Development

Economic Development Authority

Trenton L. Funkhouser, AICP
Executive Director

John Anzivino, Chair
James Reed, Vice-Chair
Joe Heyman, Treasurer
Anton Webre, Secretary
Gerald Crittenden
Hallie-Jean Holmes
Doug McMinn

877 General Puller Highway
P.O. Box 428
Saluda, Virginia 23149-0428
(804) 654-1363 (C)
[email protected]

July 13, 2026
TO:

Economic Development Authority

FROM:

Trenton L. Funkhouser, Executive Director

SUBJECT: Guest Speakers – July and August

July 13th Meeting
Mike Purello, Executive Director, Rivers Region Entrepreneurial Ecosystem Council –
Presentation of a recently completed plan for GO VA Region 6. Agenda Package includes an
11 page “slide” presentation provided to the GO Virginia Region 6 Executive Committee at its
April 13, 2026 meeting and a copy of his plan – Thrive by Water – Innovating Region 6’s
Entrepreneurial Spirit (March 2026). Mr. Purello will have a revised presentation for the
EDA’s meeting.

August 10th Meeting
Chris & Katie Parker - Sandy Point Marine Services – Discussion of recent business
activities including purchasing Timberneck Marina to use as their TowBoatUS port on the
water, recently added metal fabrication to their service offerings planning expansion and
construction at their Topping facility and generally growing quickly and adding meaningful
support to the local boating industry.
Richard Wiatt, VHB – Status of BUILD applications and presentation on recently updated
Working Waterfronts Plan for Middle Peninsula region.

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01

Economic Development

Economic Development Authority

Trenton L. Funkhouser, AICP
Executive Director

John Anzivino, Chair
James Reed, Vice-Chair
Joe Heyman, Treasurer
Anton Webre, Secretary
Gerald Crittenden
Hallie-Jean Holmes
Doug McMinn

877 General Puller Highway
P.O. Box 428
Saluda, Virginia 23149-0428
(804) 654-1363 (C)
[email protected]

July 13, 2026
TO:

Economic Development Authority

FROM:

Trenton L. Funkhouser, Executive Director

SUBJECT: Treasurer’s Reports – June
Attached for EDA review are: 1) Summary of Checking Activity & CD/Savings Account
balances for June, 2) Revenue/Expense Report for June and FY 25-26 to-date. Also
attached is a list of revenues and expenses for Project Access during June.
Transactions of note:
•
•
•
•
•
•
•
•
•

•
•

Receipt of EDA’s 3/5ths Share of 3rd Quarter FY 26 Transient Occupancy Tax
revenue from County
Payment of 4th Quarter Payroll for Executive Director and Office Manager
Payment for video production services for Virginia Tourism Corporation (VTC) grant
Payment to VHB Engineering Consultants for assistance with BUILD application
Payment to Norview Marina Properties for Sewage Disposal System Pump repairs
Payment to Deltaville Community Association for Event Sponsorship (Fireworks)
Three notes maturing on June 11th were renewed with Treasury Direct at 3.55%.
(Discounted Purchase Prices) of approximately $1,800 paid at renewal of notes was
auto-deposited by Treasury Direct.
Deposit of Project Access Slip Rental Revenue received in late May.
Check #511 to VHB is a replacement for voided Check #503 that was “returned” by
Primis Bank as that check was missing a signature. No effect to bank balance for
June activity as amount is properly subtracted once in the Treasurer’s Report
summary of checking and savings figures.
Check # 502 to Virginia Tech is a replacement check for Check #447 as it appears
to be lost in mail. No effect to bank balances as the amount was reflected in previous
report of banking activity.
C&F CD # XXX4168 Maturing on 07/25/26 will be renewed at expected rate of 3.50%
for 7-month term as such rate is comparable to current Treasury Direct rates.

Recommendation
None
Treasurer_Rpt_meda_260713

Middlesex EDA - CD's/Checking
06/30/26 (For 07/13/26 Meeting)
Certificate #

Maturity Date

Term

Rate

C&F XXX4168

7/25/2026

7 Months

3.45%

$

55,163.22

Treasury Bill IAAAV

9/10/2026

13 Week

3.55%

$

100,000.00

Treasury Bill IAAAO

9/10/2026

13 Week

3,5%

$

100,000.00

Treasury Bill IAAAW

10/8/2026

13 Week

3,55%

$

50,000.00

Treasury Bill IAAAX

9/10/2026

26 Week

3.65%

$

90,000.00

Treasury Bill IAAA1

11/12/2026

26 Week

3.73%

$

50,000.00

Total - CD's

$

445,163.22

Balance

$

125,048.81

$

114,607.46

$

559,770.68

Checking (Prime)
XX486704
6/1/2026
6/1/2026
6/8/2026
6/9/2026
6/9/2026
6/9/2026
6/10/2026
6/11/2026
6/15/2026
6/15/2026
6/17/2026
6/17/2026
6/17/2026
6/17/2026
6/17/2026
6/29/2026
6/29/2016
6/30/2026
6/30/2026
6/30/2026
6/29/2026
6/30/2026
6/30/2026

5/31/2026

# 497- James & Son Project Access Grass$
(1,000.00)
# 498 - Verizon - May
$
(40.49)
# 499 - SSTB Marketing -June
$
(2,916.67)
# 500 - Postage - Pitney Bowes
$
(18.05)
Deposit-TOT Revenue 3rd Qtr FY 25-26 $ 22,010.26
Deposit-VA250 Lawler South Reimburse $
284.53
# 501 - Event Sponsor - DCA Fireworks $
(5,000.00)
Deposit - Treasury Direct Interest
$
1,840.22
# 502- VA Tech Blue Catfish - Replace Ch$
Deposit-Project Access - Slip Rentals
$ 11,927.50
# 504 - Payroll 4th Qtr FY 25-26 Exec Dir $ (17,550.12)
# 505 - Payroll 4th Qtr FY 25-26 Office M$
(5,019.08)
# 506 - Dominion #210020968876
$
(15.79)
# 507 - Dominion #210020986100
$
(17.06)
# 508 - Dominion #210020968850
$
(10.92)
# 509 - Lawler Event - Barbour Printing $
(437.00)
# 510 - Project Access Norview Sewer Re$
(2,594.12)
# 511 - Project Access VHB Build and Wet$
(7,800.00)
# 512 Lawler Event - Barbour Printing $
(76.12)
# 513 - Office Supplies - Quill
$
(284.98)
# 514 - VTC Grant - Creative Visual Desig$
(3,750.00)
Debit - VISA Credit Card Payment
$
(25.00)
Interest (0.36%)
$
51.54
6/30/2026
Balance
TOTAL
CD/Checking

Balance

7/9/2026

Middlesex EDA - CD's/Checking
06/30/26 (For 07/13/26 Meeting)
Notes
Use of Fund Balance FY 25-26 Budget
$ 327,500
BUILD Grant requires $ 40,000 cash match (Included in Project Access Expense Line item)
Site Development Reserve
$ 100,000
(Available as needed via one or more "CD's")
Acounts Receivable MWA Loans
$ 80,000 @ 1% $85,200 with accrued interest
As of 06/20/26
Check #511 to VHB is a replacement for voided Check #503
Check # 502 to Virginia Tech is a replacement check for Check #447 lost in mail
No effect to bank balances as the amount was reflected in previous report of banking activity.

7/9/2026

Middlesex County Economic Development Authority
FY 25-26 Revenue/Expense Report - 06/08/26 Meeting

$
$
$
$
$
$
$
$
$
$

Budget
10,000
500
4,573
4,573
945
1,425
151,852
4,500

$
$
$
$
$

10,000
10,000
327,500
47,900

$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$

$

573,768

$

REVENUE - FY 25-26

Interest Income CD
Interest Income Checking
Other Income
Rental Income
Rappahannock West-Canterbury (2012A Bond Fee)
Rappahannock West-Canterbury (2012B Bond Fee)
County Portion Series 2021 Bond Fees
Schools Portion Series 2021 Bond Fees
Lodging Tax
Virginia Commission for the Arts - Grant - AIM
Grant Virginia Tourism Corporation (VTC)
Direct Marketing
Recovery Marketing Leverage
Project Access
EDA Use of Fund Balance/Reserves
County Contribution
TOTAL
Note(s)

June
1,840
69
285
713
22,010
-

$
$

$
$
$
$
$
$
$
$
$
$
$
$
$
$
24,916 $

YTD
Remaining Remaining %
16,287 $ (6,287)
-62.87%
773 $
(273)
-54.67%
$
- $
4,573 $
(0)
-0.01%
- $ 4,573
100.00%
945 $
0.00%
1,425 $
0.00%
99,122 $ 52,730
34.72%
- $ 4,500
100.00%
9,984 $
16
0.16%
- $ 10,000
100.00%
33,294 $ (33,294)
- $ 327,500
100.00%
47,966 $
(66)
-0.14%
214,370 $ 359,398
62.64%

EXPENDITURES - FY 25-26

Middlesex County Economic Development Authority
FY 25-26 Revenue/Expense Report - 06/08/26 Meeting
Budget
June
$
5,150
$
173
$
9,000
$
$
1,700
$
$
60,754
$
5,063
$
17,491
$
1,465

Advertising
Arts in the Middle (VCA-EDA 50% Match Each)
Audit (EDA Portion of County)
Compensation Part Time - Director
Compensation Part Time
Benefits:
FICA
Group Life Insurance
Health Insurance
VLDP Disability Insurance
VRS
VA's River Realm
Visit Widget App Annual Fee
Waterway Guide Data Fee for Visit Widget - Annual Fee
Grants By EDA
Façade/Site Improvements
Business Retention/Expansion/Relocation/Attraction
Event Sponsorships
Dues & Associate Memberships
Hospitality
Initiatives & Programs (EDA Activities)
Blue Catfish GO VA Region 6 Planning Grant
Community Loan Fund
Virginia Tourism Corporation (VTC) Grant Activities
Direct Marketing
Marketing Leverage
Project Access
Liability Insurance
Contingency (Operating Reserve)
Professional Services - Tourism/Marketing
Office Supplies
Software (Accounting Suite)

$
$
$
$
$
$
$
$

6,077
870
340
4,120
25,000
14,400
5,400

$
$
$
$
$
$
$
$

499
73
28
96
5,400

$
$
$
$
$
$
$
$

30,000
50,000
10,000
2,000
7,500
3,000
7,500
30,000

$
$
$
$
$
$
$
$

5,513
120
421
48,125
-

$
$
$
$
$
$
$
$

20,000
20,000
200,000
2,325
42
35,000
1,000
300

$
$
$
$
$
$
$
$

3,750
10,438
81
2,917
303
25

$
$
$
$
$
$
$
$
$
$
$
$
$
$

YTD
5,663
9,000
1,575
60,753
17,935
6,132
653
255
1,433
25,000
14,388
5,400

Remaining Remaining %
$
(513)
-9.96%
$
0.00%
$
125
7.35%
$
1
0.00%
$
(444)
-2.54%

$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$

5,425
13,456
120
476
48,125
9,984
3,750
64,869
2,406
35,000
793
275

$
$

(55)
218

-0.90%
25.00%

$
$
$
$
$

85
2,687
12
-

25.00%
65.21%
0.00%
0.08%
0.00%

$ 24,575
$ 50,000
$ (3,456)
$ 1,880
$ 7,025
$ 3,000
$ (40,625)
$ 30,000

81.92%
100.00%
-34.56%
94.00%
93.66%
100.00%
-541.67%
100.00%

$ 10,016
$ 16,250
$ 135,131
$
(81)
$
42
$
(0)
$
207
$
25

50.08%
81.25%
67.57%
-3.48%
100.00%
0.00%
20.70%
8.33%

Postage
Telephone
Travel (Conf & Education)
Travel (Mileage)
Travel (Subsis & Lodging)

Middlesex County Economic Development Authority
FY 25-26 Revenue/Expense Report - 06/08/26 Meeting
$
500
$
$
600
$
40
$
2,000
$
$
700
$
$
1,000
$
TOTAL
$
573,769
$
84,529

$
19
$
486
$
$
$
$ 333,369

$
481
$
114
$ 2,000
$
700
$ 1,000
$ 240,400

96.29%
19.02%
100.00%
100.00%
100.00%
41.90%

Project Access - Middlesex County Economic Development Authority
FY 25-26 Revenue/Expense Report - 07/13/26 Meeting
Revenue
May
YTD
Project Funding - EDA
Loans
Grants
Closing/Settlement - Portion to EDA
Other Income
Rental Income - Boat Slips

TOTAL

$
$

200,000
-

$

-

$
$
$
$
$
$
$
$
$
$

21,366
11,928
233,294

$
$
$
$
$
$
$
$
$
$

11,928
11,928

Note(s)
Initial Project Funding by EDA via FY 25-26 Budget approved 06/09/25
Property purchase complete 10/15/25

Monthly Rev Exp Report Project Access FY25-26 260713

Remaining Remaining %
(To be Collected)
$ 200,000 $
0.00%
$
- $
-

$
$
$
$
$
$
$
$
$

21,366 $
$
11,928
- $
- $
- $
- $
- $
- $
233,294 $

-

0.00%

0.00%

Project Access - Middlesex County Economic Development Authority
FY 25-26 Revenue/Expense Report - 07/13/26 Meeting
Expenses
YTD
Surveying - Bay Design Group - Check # 392 - 07/07/25
$
2,216
Deposit -Property Purchase -River Title & Escrow Check #397 - 07/16/25
$
37,500
Surveying - Bay Design Group - Check # 398 - 07/29/25
$
1,685
Electricity - Dominion
Electricity - Dominion
Electricity - Dominion

2100020968876
2100020968850
2100020986100

1/2 Slip Rental Revenue - Norview - Check # 427- 12/11/25
Caycedo Services - Joint Permit App Check #448 - 02/18/26
James Love & Son - Grass Cutting - Check #472 -04/15/26
Bay Design Group - Joint Permit App - Check #473 04/15/26
James Love & Son - Grass Cutting - Check #482 -05/05/26
Commonwealth Media Solutions - Joint Permit App Ad Check #491 - 5/15/26
James Love & Son - Grass Cutting - Check #497 - 06/11/26
Norview Marine Properties - Sewage Disposal Pump Repair Check #510 - 06/29/26
VHB - Build Application & Wetlands Delineation Work Check #511 - 06/30/26
TOTAL

Notes:
No August - September Expenses
Electricity is YTD Nov-June

Monthly Rev Exp Report Project Access FY25-26 260713

$
$
$

276
113
158

$
$
$
$
$
$
$
$
$
$

5,390
5,000
400
241
1,425
71
1,050
2,594
7,800
65,919

Budget Remaining
$
%

$ 167,375

83.69%

Economic Development

Economic Development Authority

Trenton L. Funkhouser, AICP
Executive Director

John Anzivino, Chair
James Reed, Vice-Chair
Joe Heyman, Treasurer
Anton Webre, Secretary
Gerald Crittenden
Hallie-Jean Holmes
Doug McMinn

877 General Puller Highway
P.O. Box 428
Saluda, Virginia 23149-0428
(804) 654-1363 (C)
[email protected]

July 13, 2026
TO:

Economic Development Authority

FROM:

Trenton L. Funkhouser, Executive Director

SUBJECT: Chesapeake Bay Croquet Club - Event Sponsorship Request – 10 Year
Anniversary – Consideration of Approval
Attached for consideration of approval by the EDA is an application to sponsor some
“marketing” (printed and digital advertising) and “social activities” (special croquet
events/tournaments) for the 10-Year Anniversary of the Chesapeake Bay Croquet Club
(CBCC). Total proposed budget is $6,000 and request of EDA is $3,000.
The application includes all required items and includes a subsequent email regarding
additional information requested by Whitney Law and I when discussing advertising and
publicity options with CBCC staff.
Consistent with EDA policy, action on the initial consideration of this application was
deferred for 30 days and a decision to approve or not approve may now be considered by
the EDA.
The EDA may wish to consider approval of the requested $3,000 or some portion thereof.
Mr. Macey White and other CBCC representatives plan to attend the July 8th EDA meeting
to address any [additional] EDA questions or comments.

Event Sponorship Req_CBCC_ meda 260713

Economic Development

Economic Development Authority

Trenton L. Funkhouser, AICP
Executive Director

John Anzivino, Chair
James Reed, Vice-Chair
Joe Heyman, Treasurer
Anton Webre, Secretary
Gerald Crittenden
Hallie-Jean Holmes
Doug McMinn

877 General Puller Highway
P.O. Box 428
Saluda, Virginia 23149-0428
(804) 654-1363 (C)
[email protected]

July 13, 2026
TO:

Economic Development Authority

FROM:

Trenton L. Funkhouser, Executive Director

SUBJECT: Noise Ordinance – County Appointment of Noise Ordinance Review Committee
– Member Discussion
Attached for EDA member reference and discussion as desired is information from the
Board of Supervisors’ (BOS) July 7th agenda package containing a list of 11 applicants and
their respective applications.
Please note, Mr. Doug McMinn’s name remains on the list of applicants from June but Mr.
Bryan Miller’s name is not on the attached list the BOS considered for appointment at their
July 7th meeting.
At the July 7th meeting, the BOS appointed all of the 11 applicants on the attached list with
a stated request to have an update on Committee’s progress at the BOS meeting of
September 1, 2026.

Noise Ord Review Committee_meda_260713

Middlesex County
Board of Supervisors
Agenda Summary
MEETING DATE:

July 7, 2026

PREPARER: Ann Marie Ricardi

Summary of Action Item: Consider appointing members to the County’s Noise Committee, which was
established by motion at the June 2 board meeting.
Background:
The County’s Noise Ordinance, established in 2004, was determined to be non-enforceable, thus a
replacement ordinance was adopted in April 2026, which was then repealed in June 2026, with
discussion to have a committee participate in a review to develop a new ordinance that meets the
needs of Middlesex County.
Since May 2026, eleven community members have applied to be on the Noise Ordinance Committee.
See attached list.
The board may also wish to request/recommend a time line for completion, and/or confirm assigned
staff.
Staff Recommended Action:
Consider appointing members to the County’s Noise Committee

136

Noise Ordinance Committee Applicants

First Name

Last Name

Address

1 Virginia Jeanne
2 Stephen
Catherine
3 Williams4 David
5 Greg
6 Sondra
7 Doug

Atkinson
Blue

88 Woods Creek, Deltaville, VA
PO Box 311, Deltaville, VA 23043

Coyle

1128 Edgehill Road, Churchview, VA 23032

Edwards
Harrow
Haylko
McMinn

Dawn
8
9 Tammy
10 George
11 Wandra

Moore

969 Bennet Farm Road, Locust Hill, VA 23092
PO Box 72, Hartfield, VA 23071
1238 Zion Branch Road, Saluda, VA 23149
PO Box 96 Wake VA 23176
10247 Steeplechase Court, Gloucester, VA
23061
36 Meadow Lane, Urbanna, VA 23175
PO Box 151, Locust Hill, VA 23092
138 Crittenden Rd, Deltaville, VA 23043

Putney
Snead
Thornton

137

138

139

140

141

142

143

144

145

146

147

148

149

150

151

152

153

154

155

156

157

158

159

George Washington Regional Commission (Active)
239-ECB GOVA FY27 Planning Grant

Marine Industries
Commerce Park &
Workforce Training
Facilities
Applicant details
Agency

Middlesex County Economic Development Authority

Agency Type

Unit of Local Government

EIN/TIN

54-1963905

Applicant Address
P.O. Box 428
Saluda VA 23149
Phone Number

8046541363

DUNS

116814700

1 of 9

gYVArynB

Application details
Project Applicant Legal Name (Local

Middlesex County Economic Development Authority

government entities or
organizations working on behalf of
local government entities may apply
to receive a GO Virginia grant. These
organizations may include regional
government entities, nonprofit
organizations, regional economic
development organizations,
regional chambers of commerce,
planning district commissions, and
colleges and universities.)
EIN/TIN

54-1963905

Mailing Address
PO Box 428
Saluda VA 23149
Contact Name

Trenton Funkhouser

Contact Title
Executive Director
Contact Phone

+18046541363

Contact Email

[email protected]

Partnering GO Virginia Regions?

 No

(Statewide Competitive)
What Growth & Diversification Plan
Priority Industry Cluster(s) is your
project in?

 Aquaculture/Seafood/Commercial Fishing/Marine Industries
 Manufacturing
 Professional, Scientific, and Technical Services

What category is your project in?

 Workforce Development

Participating Localities (Minimum 2

 Gloucester County

Required)

 Lancaster County
 Mathews County
 Middlesex County

2 of 9

Proposed Localities to be Served by
Project

 Essex County
 Gloucester County
 King and Queen County
 King William County
 Lancaster County
 Mathews County
 Middlesex County
 Northumberland County
 Richmond County
 Westmoreland County

Funding Request Summary

1

GO Virginia Request

100,000

2

Total Match

101,440

3

Additional Leverage

4

Total Project Cost

201,440

5

Amount of Local Match

101,440

0

Project Start Date

2026-10-01

Project End Date

2027-10-01

OVERVIEW: GO Virginia is a collaborative economic development program that promotes private sector growth in
targeted, traded industry clusters and creates high-paying jobs through regional collaboration. Regional Councils are
allotted per capita funds annually to award projects through either implementation grants or planning grants.
Implementation grants are intended to create higher paying jobs, whereas GO Virginia Planning Grants (formerly
Enhanced Capacity Building or ECB Grants) are intended to build regional capacity for project development and
implementation. Planning grants are awarded to planning projects and pilot projects.
ALLOWABLE ACTIVITIES: Included below is a list of allowable activities for GO Virginia Planning Grant Applications.
Please note that an application may propose multiple activities as part of one grant request.
1. Planning: includes activities such as development of a feasibility study, need analysis and prioritization, strategy
development activities, a business plan, etc. Planning work should determine whether a future GO Virginia
investment is feasible or determine industry demand to validate any future GO Virginia implementation grants.
Activities will generate one or more products, such as a business plan or strategic plan.

3 of 9

2. Pilots: conduct small-scale pilots or proof of concept work to strengthen relationships and produce preliminary
data for a future GO Virginia implementation grant. Activities may generate one or more core GO Virginia grant
outcomes.
1. Provide an overview of the proposed project and project activities included in the project budget. – What is the
specific problem or unmet need the project is addressing and why it is important to the region’s economy.
Goal - Proposed development of a marine industries commerce park and a marine trades training facility.
How to best plan and develop buildings suitable for private and public sector use on approximately 20 acres of land
purchased by the Middlesex Economic Development Authority in October 2025. The EDA is currently pursuing grant
funds for the development of deep-water boat ramps and dock facilities to provide much needed access to
recreational and commercial boaters. This effort is part of a broader plan to provide a site for commercial activities,
workforce training and a separate waterfront park.
To-Date, the EDA has been awarded a BUILD grant for planning, design and permitting in the amount of $1.59
Million in Federal funds with a $40,000 Cash Match from the Middlesex County EDA (See attached Award Letter and
BUILD grant application) and Preservation Trust Fund award from the VA Outdoors Foundation (see attached award
Letter) in the amount of $209,500 for a Conservation Easement on a small piece of property (1.18) acre portion of
the EDA's property that will provide for cash reimbursement to recoup land costs of $1 Million paid by the EDA to
purchase approximately 20 acres of property in the Deltaville area of Middlesex County with such site collectively
referred to as "Project Access" (See attached information on Project Access development goals).
Analysis of the region's Marine industries and employment will assist with determining which trades could
reasonably be expected to expand or establish in Middlesex and will guide the financial feasibility of developing
buildings and installing any equipment necessary to provide various levels of occupancy ready places for marine
industries.
Similarly, there is a need to determine the financial feasibility of providing opportunities for recruitment of marine
based repair and manufacturing with a training/career development component hopefully offered through
Rappahannock Community College, the Bridging Communities Regional Career and Technical Center in New Kent
County and other appropriate training/certification providers.

These proposed feasibility studies are critical to informing future decisions on selecting realistic priorities to develop
the site based on clear supply and demand trends and project sustainability (viability and "return on investment").
These studies may be performed by one or more consultants or a team approach selecting one consultant to
provide the necessary expertise to focus on the two distinct aspects proposed by this application - Marine Industries
Commerce Park and Marine Industries Workforce Training Facilities and associated curricula.

A program geared to the recreational and commercial boating industry exists at Carteret Community College,
located in Morehead City, NC (https://carteret.edu/divisions/marine-trades/) and a similar, but more commercially/
industrially focused program exists at Tidewater Community College in Tidewater (https://www.tcc.edu/programs/
maritime-technologies/#maritime-technologies). Based upon a brief review of both programs it appears that
Virginia’s existing programs may need to be expanded to provide a focus which also trains for repair and
maintenance of recreational/pleasure boats.

2. Which industry clusters identified in your region’s Economic Growth and Diversification Plan will this project focus
on? Describe how the project supports the Plan’s strategies and goals. Include any alignment with the region’s Talent
Pathway Initiative and/or Regional Entrepreneurship Initiative, if applicable.
Project focuses on three of the six Priority Industry Clusters in the Go Virginia Region 6 Growth & Diversification Plan
- 1) Aquaculture/Seafood/Commercial Fishing/Marine Industries, 2) Manufacturing, and 3) Professional, Technical
and Scientific Services.

4 of 9

Middlesex County is home to wide variety of marine-related businesses and much of the tax base is focused on
marine services and commercial fishing. However, in GO Virginia Region 6, this cluster has
the 2nd lowest annual wages ($52,975) and a projected 10-year decline in employment (-4%). This project will
identify options to reverse this trend and increase both the number of businesses and skilled employees by focusing
on what's probable versus possible and help establish priorities for specific public sector actions that lead to
targeted, sustainable results.

The Manufacturing Cluster has one of the strongest projected 10-year employment growth forecasts of the region
(14%) and 3rd highest annual wages ($62,515). Careful review of the existing businesses of Middlesex will identify
local strengths and opportunities for growth or expansion or other cooperative endeavors within specific industry
classifications - collaboration to improve employment, entrepreneurship, business relationships and products and
services. The County has a significant number of out-commuters (70%) and there's a significant need to determine
how to match the skills of these commuters with local businesses at a competitive wage. Otherwise, the County will
be missing a chance to share in one of the four clusters with projected growth in the region.

Lastly, but most importantly, how can the EDA best plan for and promote the development of skilled, trained
certified employees to serve target industries of the County. The Professional, Technical, Scientific cluster has good
projected 10-year employment growth (11%) and the highest annual wages. A clear plan is required to identify
existing workforce
training needs and how the possible facilities and services that could be offered at this site could best serve the
present and future needs of businesses and prospective employees. Otherwise, the County will be missing a chance
to share in one of the four clusters with projected growth in the region. ((Note: The other two Industry Clusters are
Distribution/Logistics and IT/Data Centers. While Middlesex County would certainly benefit from development of
businesses in those clusters, it is more likely Middlesex can benefit more from an initial focus on the two clusters
with projected growth - Manufacturing and Professional, Technical, Scientific Services and do what we can on
Aquaculture/Seafood/Commercial Fishing/Marine Industries as this is a very hyper-local part of the tax base in
Middlesex County).

3. What are the final project deliverable(s)? For small-scale pilot projects, please include outcomes that will measure
the impact of the project, be sure to select the most relevant outcomes listed in the GO Virginia Core Grant Outcomes
(includes the definitions) Note that GO Virginia Core Grant Outcomes are not required for feasibility and planning
activities.
ATTACHMENT: Upload the completed GO Virginia Core Grant Outcomes spreadsheet with the application (if
applicable).
Project Deliverables will be the consultant report on feasibility of developing proposed marine industries commerce
park and workforce training facilities. These project deliverables will provide a participant-driven report consistent
with GO Virginia Region 6 strategic objectives and goals outlining the demand and feasibility for development of the
proposed marine industries commerce park and companion workforce training facilities which will benefit the
retention and expansion of the region's maritime supported business and training sectors.
Core Grant Outcomes - N/A- Planning Grant

5 of 9

4. Identify which local units of government are actively participating in the project and describe each of their roles.
Participation may include financial support, staff involvement, resource sharing, or other meaningful contributions. A
minimum of two localities is required. Refer to the Regional Collaboration and Local Participation guidelines for
examples of eligible participation.
ATTACHMENT: Upload letters showing meaningfully local participation with the application (if applicable).
Counties of Middlesex, Mathews, Gloucester and Lancaster
Each of these localities will be actively participating as part of their service roles with the advisory committee for this
project as well as their respective interests in promoting the planned facilities to be developed in Middlesex County.
Additionally, all four localities share many of the same labor pools, existing and proposed business resources and
interests in promoting marine industries and trade within the region. The planning grant participants also share the
same interest in developing new resources to support seafood harvesters, processors, retailers and consumers as
well as developing a clear to assisting employers and employees with developing a talent pool that reduces the
current high numbers of commuters (50-70%) who regularly leave the Middle Peninsula to seek higher paying wages
in the Peninsula and Richmond metro markets despite the high demand local employers have for these employees.
5. Discuss any existing programs or planning efforts with similar goals and explain how the proposed project is not
duplicative of, but how it adds value to or builds upon these efforts?
The two distinct aspects of the proposed feasibility studies - Marine Industries Commerce Park and Marine
Industries Workforce Training Facilities and Curricula - will build upon the objectives of the Middlesex EDA's Strategic
Plan, the recently updated Working Waterfronts Plan of the Middle Peninsula Planning District Commission and
current and planned curriculum of Rappahannock Community College. There is a significant need to promote the
needs of local employers and identify methods to educate high school and college age residents of the
opportunities for employment in the Middle Peninsula without incurring the typical commuter costs with travel to
the Peninsula and Richmond metro areas.
Go Virginia Region 6 is currently funding the effort led by the Middlesex County Economic Development Authority to
study Blue Catfish and how the Middle Peninsula and Northern Neck localities can improve the economic
development climate for harvesters, processors and consumers with regard to market access and business
expansion. This effort intends to determine how localities can best provide facilities, services and other incentives to
capitalize on an invasive species and provide for market entry and expansion options.
The Middlesex EDA owns property in the Deltaville area (see attached information) with active plans to construct
boat ramps and related facilities to support commercial seafood harvesters and processors. The property will also
be available to develop buildings intended to provide space for marine industries start-ups and expansion.
There is also a significant need for workforce training facilities and the Middlesex EDA is very interested in
developing classroom, laboratory and training spaces dedicated to marine industries that would benefit from having
access to on-site waterfront access as well as close proximity to one of the highest concentrations of boat yards,
marinas and associated marine industries in the Middle Peninsula.
6. Describe industry and subject matter experts have been involved in the development of this project. Identify
specific partners and explain how their input has validated the need for this project and influenced its design.
The Middlesex Economic Development Authority has commitments from a variety of regional educators and
business representatives working in the marine trades to serve on an advisory committee and actively participate
in development of feasibility studies (same question) for a Marine Industries Commerce Park and associated
workforce development facilities and services. Advisory Committee volunteers have been appointed by the
Middlesex Economic Development Authority and will serve in advisory capacity throughout the planning grant
period and will help oversee the consultants work on these two products.

6 of 9

The Committee’s focus will be dedicated to maintaining and enhancing the marine industrial base of Middlesex
County and the Middle Peninsula and will include investigation of opportunities for expansion of marine workforce
training, expansion and creation of marine related job opportunities and expansion of the County’s tax base . The
Committee includes representatives of: the boat building Industry, Marine Tech related businesses, Local
Vocational Technical Training (high School) Programs, Rappahannock Community College, Middlesex/Deltaville
residents, two EDA Board members with the EDA’s Executive Director serving an ex-officio member and staff
support.
Each of the supporters and/or appointed members of the Advisory Committee has expressed a need and interest,
through various planning documents, business network forums and personal interviews, in supporting the
development of facilities and services that will provide opportunities for space for entrepreneurs to have ready to go
sites for business use and/or training facilities to assist with the education and certification of prospective
employees that can readily see a clear path to local employment without commuting elsewhere for what they
perceive are higher wages and a longer term career path.

7. Describe the project budget and sources of matching funds.
ATTACHMENTS: Upload the DHCD Sources and Uses Budget template and Match Verification Form template with the
application.
The proposed project budget would fund a consultant report on the feasibility of developing a proposed marine
industries commerce park and separate workforce training program and supporting facilities. Consultant budget =
$95,000 with GO Virginia Region 6 Administrative Fee of $5,000 for a total budget = $100,000
Cash Match includes $5,000 from the Middlesex EDA generally and $40,000 from the Middlesex committed as part
of the recently awarded BUILD grant in the amount of $1.59 Million.
8. Explain how this planning, feasibility, or small-scale pilot effort will position the region for a future GO Virginia Per
Capita Implementation project or another source of implementation funding. What specific steps will follow this effort
if it is successful?
The Middlesex Economic Development Authority is committed to this effort to develop a Marine Industries
Commerce Park and associated Workforce Training facilities as evidenced by its purchase of property in October
2025. This purchase was made possible through a cooperative effort with the Middlesex County Board of
Supervisors to loan funds to the EDA to for the property purchase and the EDA's ability to use its "cash-on-hand" to
provide on-going operational and maintenance costs as well as matching funds for grants received and pursued for
the site. The EDA has some limited revenue associated with boat slip rentals and has been conservative with use of
its cash reserves in anticipation of this current opportunity to develop the subject property.
The Middlesex EDA provides economic development and tourism management services on behalf of the County
and, in addition to its cash reserves from historical bond revenue activity also receives and manages 60% of the
Transient Occupancy Tax Revenues ( $150,000+ annually) of the County in support of these efforts. The EDA is very
active in this regard and has also been charged by the Middlesex County Board of Supervisors with pursuing
entrepreneurial and workforce training projects that focus on the inherent strengths of a relatively unique economy
that depends on our extensive waterfronts and our marine industries, tourism and agriculture-based economic
bases.
While the existing Boat Slips and proposed boat ramps and related facilities on one of three parcels owned by the
EDA are not the subject of this Planning Grant, that parcel is critical to supporting the proposed commerce park and
workforce training facilities proposed for the "central" parcel of the project site. The EDA has also ben awarded
$1.59 Million as part of a "BUILD" grant (attached) that, will provide land use analyses, site design and permitting
funds for the "boat ramp" site and the commerce park/workforce training facilities site. The text of the BUILD grant
application also provides ample information to pursue additional or alternative funding from any possible sources
for proposed facilities at the site.
7 of 9

The Preservation Trust Fund grant recently awarded to the County (see attached information) is another example of
the comprehensive efforts the Middlesex EDA is pursuing to increase the viability of the project site by recouping
land purchase costs and providing more than the typical direct economic development focus on our "ROI". The
planned provision of a conservation easement on this small portion of the site (1.18 acres of 20+) will provide up to
$200,000 towards other site development improvements and/or repayment of the loan for property purchase but
will also provide a small waterfront access park that can be used for general recreational access purposes but also
outdoor laboratory and educational space for use by local school systems, Rappahannock Community College and
any other users with a need for waterfront access for their organization's purposes.
The Middlesex EDA intends to pursue all available funding opportunities from GO Virginia Region 6 and other
federal, state and local sources to bring the plans for the project site to fruition.

Please upload all Match Verification Forms as one pdf. Any match listed in your Sources and Uses Budget, must have a
corresponding Match Verification Form.

PDF

Match Forms 260705.pdf (4.3 MiB download)

Please Upload the Budget Overview Sources and Uses Budget Template

PDF

gova-planning-application... (221 KiB download)

Please upload all letters of support, including ones demonstrating meaningful local participation.

PDF

Support Letters 260705.pd... (2.8 MiB download)

Please upload the Core Outcomes and Milestones template.

PDF

Milestones Drawdown Sched... (284 KiB download)

Proposed Budget

1

GO Virginia Request

US$100,000.00

2

Total Match

US$101,440.72

3

Total Project Cost

US$201,440.72

4

Local Match Amount

US$101,440.72

5

Additional Leverage

0

8 of 9

Please include a detailed budget narrative describing how the funds will be used in the scope of work of the project.
$95,000 for Consultant to perform feasibility studies
$5,000 for Go Virginia Region 6 Administrative Fee (5%)

Log in to gwregion.grantplatform.com to see complete application attachments.

PDF

Project Access FϾб 209 KiB

PDF

PTF App FY 26 FϾб 4.0 MiB

9 of 9

PDF

Map - Address Ͼб 485 KiB

PDF

PTF2026-016 NϾб 142 KiB

PDF

BUILD Grant_MiϾб 4.6 MiB

PDF

BUILD Award NϾб 127 KiB

GO Virginia Milestones and Drawdown Schedule
PROJECT NAME: Marine Industries Commerce Park & Workforce Training Facilities
Quarter

Milestone
October 2026 – Project Kick-off Meeting with Advisory Committee
October 2026 - Advertise Request for Proposals
November 2026 – Receipt of Proposals
November 2026 – Review of Proposals by Advisory Committee

Quarter 1

November 2026 – Selection of Consultant by Contract by Advisory Committee as part of
monthly meeting

Anticipated Drawdown Amount
Quarterly GO Virginia
Administrative Fee – $1,250
Consultant Contract Initiation – ½
Total Contract (if required by
consultant) - $45,000

December 2026 – Selection of Consultant and Execution of Contract
December 2026 – Kick-off Meeting with Consultant leading discussion with Advisory
Committee
December - Monthly Advisory Committee meeting
January – Initial meeting with Consultant – bi-monthly meetings proposed
January – Monthly Advisory Committee meeting

Quarterly GO Virginia
Administrative Fee – $1,250

February – Monthly Advisory Committee meeting
Quarter 2

March – Bi-Monthly Meeting with Consultant
March – Monthly Advisory Committee meeting

April - Monthly Advisory Committee meeting
Quarter 3

April – Bi-Monthly Meeting with Consultant – Initial Draft Analyses Report by
Consultant (copies to GO Virginia Region 6 staff)
May – Bi-Monthly Meeting with Consultant

Issued / last Updated June 2025

Quarterly GO Virginia
Administrative Fee – $1,250

May - Monthly Advisory Committee meeting
June - Bi-Monthly Meeting with Consultant – Initial Draft Report by Consultant (copies
to Virginia Region 6 staff)
June - Monthly Advisory Committee meeting

July - Monthly Advisory Committee meeting
August - Bi-Monthly Meeting with Consultant – Final Draft Report by Consultant
(copies to Go Virginia Region 6 staff)
Quarter 4

August - Monthly Advisory Committee meeting
September - Monthly Advisory Committee meeting
September – Final Meeting with consultant and Advisory Committee and Report
delivery to GO Virginia Region 6 Staff

Issued / last Updated June 2025

Quarterly GO Virginia
Administrative Fee – $1,250
2nd Half of Consultant Fee
following delivery of final report $45,000

Budget Category (Dropdown)

Uses of GO VA Funds

Market and Feasibility Study
Administration (Support Org Grant
Management up to 8%)

Consultant

Amount ($)

Description
$95,000

GO Va Region 6 Adminitrative Fee (5%)

Feasibility Studies

$5,000

$

100,000.00 Total GO Virginia Request

Directions: Please list the budget category, associated uses of GO VA funds (how funds are being used), amount, and desciption for each budget category. In the Description column please provide
more detail about the proposed uses of the funding including, if applicable, what organization will be receiving/managing those funds (i.e. grant recipient or third-party). The budget categories and
amounts should match the "DHCD Request" column in the CAMS application budget.

Please include a detailed budget narrative below:
$95,000 = Funds used to retain a consultant to conduct feasiblity studies $5,000 = GO Virginia Region 6 Admnistrative Fee Total Budget = $100,000

Budget Category (Dropdown)
Contract Services

Description of Uses of Matching Funds

Amount ($)

Cash - Retain Consultant $
Cash - BUILD Grant EDA Cash Match $
Salaries $
Salaries $
Salaries $
Salaries $
Salaries $
Salaries $
Salaries $
Salaries $
Salaries $
Salaries $
Salaries $
$
$

Directions: Please list all budget
categories, description of uses, type of
match, sources associated with the
required matching funds, and if
documentation was submitted. The
budget categories and amounts should
match the "Other Funding" column in
the CAMS application budget. NOTE:
State funds may NOT be used as match,
but may be listed as additional
leverage.

Match Source
(Dropdown)

5,000.00 Local
40,000.00 Local
5,277.00 Local
1,661.00 Local
9,000.00 Local

2,056.00 Local
5,000.00 Local
5,064.00 Local

1,782.72 Local
5,400.00 Local
5,400.00 Local
10,800.00 Local
5,000.00 Local
101,440.72 Total Matching Funds
101,440.72 Total Local Match

Type of Match
(Dropdown)
Cash
Cash
In-Kind
In-Kind
In-Kind
In-Kind
In-Kind
In-Kind
In-Kind
In-Kind
In-Kind
In-Kind
In-Kind

Source of Match (Details)

Documentation Submitted (Dropdown)

Middlesex County EDA
Middlesex County
Middlesex County EDA - Director
Middlesex EDA - Office Mgr
sstB Marketing - Whitney Law
Gloucester County EDA - Director
Lancaster County - Econ Devt Dir
Middlesex Schools Superintendent
Bay Workforce Director
Fishing Bay Owner - Farinholt
Miller Marine Owner
Baxter Phillips
Mathews County EDA Chair - Syslo

Yes
Yes
Yes
Yes
No
Yes
Yes
Yes
Yes
No
Yes
Yes
No

Budget Category (Dropdown)

Description of Uses of Additional Leverage

Amount ($)

$
Directions: Please list all sources and
uses associated with additional leverage
beyond the required match. Additional
leverage SHOULD NOT be included in
the CAMS application budget. NOTE:
State funds may only be used as
additional leverage and may not
contribute to the required $2:1 match.

Type of Leverage
(Dropdown)

- Total Leveraged Funds

Source of Leverage

Documentation Submitted (Dropdown)

Type of Funds
GO Virginia
Matching Funds

Totals
$
100,000.00
$
101,440.72
Total CAMS Budget $
201,440.72
Additional Leverage
$
Total Project Budget $
201,440.72
*These answers will autofill from previous tabs.
Type of Match
Matching Funds
Local Match

Totals
$
At least $2:1 YES
$

101,440.72
101,440.72

Economic Development

Economic Development Authority

Trenton L. Funkhouser, AICP
Executive Director

John Anzivino, Chair
James Reed, Vice-Chair
Joe Heyman, Treasurer
Anton Webre, Secretary
Gerald Crittenden
Hallie-Jean Holmes
Doug McMinn

877 General Puller Highway
P.O. Box 428
Saluda, Virginia 23149-0428
(804) 654-1363 (C)
[email protected]

July 13, 2026
TO:

Economic Development Authority

FROM:

Trenton L. Funkhouser, Executive Director

SUBJECT: Project Access Update – July
Sewage Disposal System Pump Repairs – Completed in June and invoice equal to cost
estimate paid 06/29/26 - $2,594.12
Easements – Executive Director was consulted as part of an email chain in mid-June among
County staff regarding an update of Army Corps permit information associated with the
County-owned dredge spoils site located across street from Project Access site. While the
Army Corps update of information was handled administratively by County Engineer and
County Administrator and did not affect any EDA interests, I did take the opportunity to
remind County staff of the future need to relocate the “Dredge Pipe easement” noted on the
attached survey.
The current easement provides for the temporary overland installation of a pipe to pump
dredge spoils from a waterfront location on Broad Creek to an existing pipe below General
Puller Highway discharging to the existing County-owned spoils disposal site
When appropriate to do so, the EDA could prepare the necessary documents to relocate
the Dredge Pipe easement in a location acceptable to Norview Marina, the EDA and Board
of Supervisors (as “holder” of the easement for dredging purposes).
Board of Supervisors approval is required as they hold an interest in the easement and also
required as part of the terms of the attached Loan Agreement between the EDA and the
Board associated with the property purchase (See Sections 5.1 and 7.2)
Similarly, the EDA will eventually need to consider whether or not to accept the recently
awarded Preservation Trust Fund grant and establish a “conservation easement” on the
small parcel at the eastern edge of the Project Access site. Any conservation easement
would also require approval of the Board of Supervisors per Sections 5.1 and 7.2 of the
previously referenced Loan Agreement.

Economic Development Authority
RE: Project Access Update – July
July 13, 2026
Page 2 of 2

Mr. Heyman and I have discussed these matters and also recognize the EDA will need to
carefully consider how any relocated or new easements could affect any possible future
sewage disposal system sites or other proposed development associated with Project
Access.
Recommendation
No action(s) are required by the EDA at this time. The information of this memo and
attachments are provided for preliminary consideration and discussion by the EDA as part
of continuing work by Mr. Heyman, Mr. Webre and the Executive Director to ensure the
properties are properly positioned to accommodate the EDA’s development plans. Please
advise us of any comments, questions or direction in these matters.

JULY 06 2026

Warner, Kaine Announce More Than $76 Million In Federal Funding
for Virginia Transportation Infrastructure Projects
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LOAN AGREEMENT
THIS LOAN AGREEMENT (this “Loan Agreement”) is made as of September ___, 2025,
between COUNTY OF MIDDLESEX, VIRGINIA, a political subdivision of the Commonwealth
of Virginia (the “Lender”), and ECONOMIC DEVELOPMENT AUTHORITY OF
MIDDLESEX COUNTY, a political subdivision of the Commonwealth of Virginia (the
“Borrower”).
RECITALS
The Lender has agreed to make a loan to the Borrower in an amount not to exceed One
Million and 00/100 Dollars ($1,000,000.00) (the "Loan") to finance the acquisition of a portion of
the real property commonly known as the Norview Marina and located at 18691 General Puller
Highway, Deltaville, Virginia 23043, with all improvements thereon (the “Property”) and the parties
desire to set forth in writing their agreement with respect to the transaction.
AGREEMENT
NOW, THEREFORE, the parties hereto agree as follows:
ARTICLE I
DEFINITIONS
Section 1. 1 Definitions. As used in this Loan Agreement, the terms listed below shall
have the indicated meanings unless otherwise required by the context.
“Assignment of Leases” shall mean that certain Assignment of Rents and Leases dated of
even date herewith made by Borrower in favor Lender, assigning the Leases to the Lender as
additional security for the Obligations, as modified or amended from time to time.
“Authority” shall mean the Economic Development Authority of Middlesex County and may
be used interchangeably with Borrower.
“Closing” shall mean the date upon which the Borrower fulfills all requirements for the
funding of the disbursement of the Loan Proceeds as set forth in Section 6.1 below.
“Collateral” shall mean all of the collateral security for the Obligations, now existing or
hereinafter acquired as described in this Loan Agreement or the other Financing Documents.
“Deed of Trust” shall mean that certain Deed of Trust and Security Agreement dated of even
date herewith among the Borrower, Heather W. Lewis and Jeremiah M. Yourth, trustees, and the
Lender, securing the Note and the other Obligations, and encumbering the Property, as modified or
amended from time to time.
“Default” shall mean any event or circumstance which, with the lapse of time, the giving of
notice, or both, would constitute an Event of Default.

“Equipment” shall mean all items of tangible personal property owned by the Borrower or
in which the Borrower has any interest, which are now or may hereafter be placed in or upon and used
in any way in connection with the operation, occupancy or enjoyment of the Property and/or
Improvements and the proceeds of each of the foregoing including, without limitation, the items of
personal property described in the Deed of Trust.
“Event of Default” shall mean any of the events set forth in Section 8.1 of this Loan
Agreement or in Section 9 of the Deed of Trust.
“Financing Documents” shall mean the Note, the Deed of Trust, this Loan Agreement, the
Assignment of Leases, and all other documents, whether now or hereafter executed, evidencing or
securing the Loan or given by the Borrower in connection therewith, all as the same may be amended
or supplemented from time to time.
“Improvements” shall mean the improvements located on the Property and all other
buildings, improvements, structures and fixtures now or hereafter located on the Property, and all
replacements thereof and additions thereto.
“Leases” shall mean all leases, rental agreements, franchise agreements, licenses, accounts,
parking agreements or parking income or other occupancy agreements, whether oral or written, now
existing or hereafter entered into, for the use or occupancy of all or any part of the Property, together
with all modifications, renewals and proceeds thereof.
“Legal Requirements” shall mean all existing and future laws, codes, ordinances, rules,
regulations, orders and decrees of governmental authorities and courts having jurisdiction over the
Property or the Borrower, including without limitation the Condominium Act, the Virginia
Residential Property Landlord and Tenant Act, state and federal fair housing laws, and all terms,
conditions and requirements of all Permits.
“Loan Proceeds” shall mean the principal of the Loan as may have been disbursed by the
Lender to the Borrower pursuant to this Loan Agreement.
“Maturity Date” shall mean the maturity date described in Section 2.5 below.
“Note” shall mean that certain Promissory Note dated of even date herewith made by
Borrower payable to the order of Lender evidencing all sums advanced on behalf of Borrower by
Lender.
“Obligations” shall mean (i) the duty of the Borrower to pay without offset or deduction all
sums due under the Note and the other Financing Documents and to comply with and perform all of
the terms and conditions of the Financing Documents, and (ii) the payment to the Lender of all
liability, whether liquidated or unliquidated, defined, contingent, conditional or of any other nature
whatsoever, and performance of all other obligations, arising under any swap, derivative, foreign
exchange or hedge transaction or arrangement (or other similar transaction or arrangement
howsoever described or defined) at any time entered into between the Borrower and the Lender in
connection with the Note.

2

“Obligors” shall mean the Borrower, the Authority and any co-maker, endorser, surety or
other party obligated to pay any sum pursuant to the provisions of or to perform any act in order to
comply with the provisions of the Financing Documents.
“Permits” shall mean all permits, licenses, registrations, certificates, authorizations and
approvals now or hereafter issued or required to be issued by any governmental or quasigovernmental authority, for the lawful ownership, construction, use, and operation of the Property
and/or Improvements.
“Person” shall mean any natural person or any firm, corporation, limited liability company,
partnership or other organizational entity of any kind.
“Tenants” shall mean the tenants under the Leases.
“UCC Property” shall have the meaning assigned in the Deed of Trust.
Section 1. 2 Interpretation. For the purpose of construing this Loan Agreement, unless the
context indicates otherwise, words in the singular number shall be deemed to include words in the
plural number, and vice versa, and words in one gender shall be deemed to include words in the other
genders. The table of contents, titles to articles and section headings are for convenience only, and
neither limits nor amplifies the provisions of this Loan Agreement itself.
ARTICLE II
TERMS OF THE LOAN
Section 2. 1
The Loan. The Lender agrees to lend to the Borrower and the Borrower agrees
to borrow from the Lender an amount equal to but not in excess of the amount of the Loan, which
amount shall be evidenced by the Note and disbursed in the manner provided in this Loan Agreement,
to finance the acquisition of the Property, subject to the terms and conditions of this Loan Agreement.
Section 2. 2
Interest and Repayment. Interest shall accrue on the outstanding principal
balance of the Loan beginning at the expiration of the Grace Period (as defined below) until the
Maturity Date (as defined below) at a fixed rate of one percent (1.00%) per annum, calculated on the
basis of a 360-day year, 30 day month and actual days elapsed. After the occurrence of an Event of
Default hereunder, the Lender may, at the Lender’s sole discretion, charge a Default Rate of interest
as set forth more fully in this Note.
Section 2. 3
Deferral Period. Notwithstanding any provision to the contrary, no payments
of principal or interest shall be due or payable during the first twenty-four (24) months from the date
of this Agreement (the “Grace Period”).

3

Section 2. 4
Commencement of Payments. Notwithstanding any provision to the contrary,
payments of principal and interest shall be made annually. No payments of principal or interest shall
be due during the Grace Period. The first annual payment shall be due on the date that is thirty-six
(36) months from the date of this Agreement and shall include (i) all accrued and unpaid interest for
the twenty-fifth (25th) through thirty-sixth (36th) months, and (ii) the scheduled principal amortization
for such period. Thereafter, Borrower shall make annual payments of accrued interest and scheduled
principal on each anniversary of the first payment date, with any remaining principal and interest due
and payable in full on the Maturity Date, as further set forth in Exhibit A attached hereto.
Section 2. 5
Maturity Date. The entire outstanding principal balance of this Loan, together
with all accrued and unpaid interest thereon, shall be due and payable in full on the date that is twentyfive (25) years from the date of this Agreement (the “Maturity Date”), unless otherwise extended in
writing by mutual agreement of the parties.
Section 2. 6
Method of Payment. All sums payable to the Lender shall be paid in
immediately available funds without offset or deduction. Payments shall be made by Borrower
notwithstanding any invoices or monthly statements having been sent or not for amounts due under
the Note. Alternatively, after an Event of Default hereunder, the Lender may, at the Lender’s sole
discretion, charge against any account, or deposit of the Borrower, all or any part of any amount due
under the Note or the other Financing Documents.
Section 2. 7
Prepayment. Borrower shall have the right to prepay the Loan, in whole or
in part, at any time without premium or penalty. Any partial prepayment shall be applied first to
accrued interest and then to principal.
Section 2. 8
in the Note.

Late Charge. The Borrower agrees to pay the Lender a late charge as set forth

Section 2. 9
Source of Repayment and Pledge of Revenues. Borrower intends to repay the
Loan through revenues generated by the floating dock slip rentals located on the Property and/or with
grant funds received in connection with the public boat ramp project and otherwise from any and all
revenues received by the Borrower from the use and operation of the Property.
ARTICLE III
REPRESENTATIONS AND WARRANTIES
To induce the Lender to make the Loan and to enter into this Loan Agreement, the Borrower
makes the following representations and warranties to the best of Borrower’s knowledge as of the
date hereof and as of the date of each disbursement of Loan Proceeds and acknowledges that the
Lender is relying on and has the full right to rely upon such representations and warranties.
Section 3. 1
Status of Borrower. The Borrower is authorized to transact business in the
Commonwealth of Virginia. The Borrower has the full power to own its properties, conduct its affairs
and enter into the Loan with the Lender and to perform the Borrower’s Obligations.

4

Section 3. 2
Accuracy and Completeness of Information. All information, documents,
reports, statements, financial statements, and data submitted by Borrower in connection with the
Borrower’s application for the Loan, or in support thereof, or as a supplement thereto, are materially
true, accurate, and complete and contain no knowingly false, incomplete or misleading statements.
All financial statements (including any notes or schedules which are a part of or pertain to the financial
statements) submitted by the Borrower, if any, are comprehensive in scope and fully, fairly and
accurately reflect (i) the financial condition of the Borrower at the dates thereof, and (ii) the results of
operations of the Borrower, as the case may be, for the periods covered thereby. There have been no
material adverse changes in the financial condition or business of the Borrower since the date of the
financial statements most recently submitted by the Borrower, respectively.
Section 3. 3
Existence of Defaults. The Borrower is not in default in any material respect
as to any of its existing indebtedness or under any agreement or obligation under which the Borrower
or any of its assets may be bound, nor will the Borrower’s entering into this Loan Agreement or any
other Financing Document immediately, or with the passage of time, the giving of notice, or both,
cause the Borrower to violate or be in default under any other agreement or obligation.
Section 3. 4
Violations of Law. The Borrower is not in violation of any applicable federal,
state, or local law, statute, regulation, or ordinance in any material respect, nor will the Borrower’s
entry into this Loan Agreement or the Loan or the performance of the Borrower’s Obligations violate
the Borrower’s bylaws or other corporate governing documents, or any agreement to which the
Borrower is a party or by which it is bound or any applicable Legal Requirements in any material
respect.
Section 3. 5
Liabilities or Adverse Changes. The Borrower has no direct or contingent
liability currently known to the Borrower and not previously disclosed in writing to the Lender, nor
does the Borrower know of or expect any material adverse change in the Borrower’s assets, liabilities,
properties, business, or condition, financial or otherwise.
Section 3. 6
Permits. All material Permits required to be obtained for the operation of the
Property and any business conducted thereon have been obtained or are in the process of being
obtained, and the Borrower has no reason to believe that any Permits which may subsequently be
required to enable it to occupy, operate and use the Property cannot be obtained as and when needed.
Section 3. 7
Binding Contracts; Enforceability. The Borrower has duly executed and
delivered the Financing Documents to which it is a party, and such Financing Documents constitute
valid and binding obligations of the Borrower, enforceable in accordance with their respective terms,
subject to the provisions of Bankruptcy and other insolvency laws and usual equitable principles.
Section 3. 8
Litigation. There are no pending or, to the best of the Borrower’s knowledge,
threatened actions, suits, proceedings or investigations of a legal, equitable, regulatory, administrative
or legislative nature, the resolution of which could have a material adverse effect on either the
Property or the business, assets or condition (financial or otherwise) of the Borrower or its ability to
perform the Obligations.
Section 3. 9
Utilities. All utility services necessary for the operation of the Property for its
intended purpose are available.

5

Section 3. 10 Environment. To the best of Borrower’s knowledge, the Borrower has duly
complied with and its business, operations, equipment, the Property are in compliance with, in all
material respects, the provisions of all federal, state, and local environmental, health, and safety laws,
codes and ordinances and all rules and regulations promulgated thereunder. The Borrower has been
issued and will maintain all required federal, state, and local permits, licenses, certificates, and
approvals relating to (i) air emissions; (ii) discharges to surface water or groundwater; (iii) noise
emissions; (iv) solid or liquid waste disposal; (v) the use, generation, storage, transportation, or
disposal of toxic or hazardous substances or wastes (intended hereby and hereafter to include any and
all such materials listed in any federal, state, or local law, code, or ordinance and all rules and
regulations promulgated thereunder as hazardous or potentially hazardous); or (vi) other
environmental, health, or safety matters. Borrower has received no notice of, or currently knows of
any facts which would reasonably be expected to constitute any violations of any federal, state, or
local environmental, health, or safety laws, codes or ordinances and any rules or regulations
promulgated thereunder with respect to its business, operations, equipment, and the Property. To the
knowledge of the Borrower, there has been no complaint, order, directive, claim, citation, or notice
by any governmental authority or any Person with respect to (1) air emissions; (2) spills, releases, or
discharges to soils or improvements located thereon, surface water, groundwater or the sewer, septic
system or waste treatment, storage or disposal systems servicing the Property; (3) noise emissions;
(4) solid or liquid waste disposal; (5) the use, generation, storage, transportation, or disposal of toxic
or hazardous substances or waste; or (6) other environmental, health, or safety matters affecting the
Borrower or its business, operations, equipment or the Property. The Borrower has no indebtedness,
obligation, or liability, absolute or contingent, matured or not matured, with respect to the storage,
treatment, cleanup, or disposal of any solid wastes, hazardous wastes, or other toxic or hazardous
substances (including without limitation any such indebtedness, obligation, or liability with respect
to any current regulation, law, or statute regarding such storage, treatment, cleanup, or disposal).
Section 3. 11 Roads. The Property fronts on one or more fully improved public roads, duly
dedicated and maintained by the appropriate governmental authorities.
Section 3. 12 Restrictive Covenants, Etc. The Property, in its present condition, complies
with all recorded easements, covenants, conditions, declarations and restrictions applicable thereto.
ARTICLE IV
AFFIRMATIVE COVENANTS
The Borrower covenants and agrees until payment and discharge of the Obligations to do and
perform the following acts and promises:
Section 4. 1 Payment and Performance. Pay, when and as due without offset or deduction,
all sums due the Lender during the term of the Loan, whether principal, interest, advancement,
expense, escrow, or otherwise and perform as and when required all terms, covenants and conditions
of this Loan Agreement and all other Financing Documents. Time being of the essence for all
payments and performance prior to the end of any grace period, or on the date when due if no grace
period exists.
Section 4. 2 Protection of Security. Keep and maintain the Property and all the
Improvements in a state of good condition and repair and their value shall at all times be protected

6

and preserved by the Borrower. The Borrower shall at all times protect the Lender’s lien and security
interest in the Property, the Improvements, and the component parts thereof.
Section 4. 3

Insurance.

(a)
The Borrower, at its expense and for the benefit of the Lender naming the Lender as
mortgagee or as an additional insured, as appropriate, shall keep the Improvements and the Equipment
insured, to the extent of full replacement cost, against loss by fire, casualty, and such other hazards
and risks as are customarily insured against in connection with the ownership, operation and use of
properties of like size and character as the Property. Any determination of replacement cost required
to satisfy the provisions of this Section shall be made by a recognized appraiser or insurer reasonably
acceptable to the Lender. In addition, the Borrower shall maintain such other forms of insurance with
respect to risks arising out of the ownership, operation and use of the Property, including, without
limitation, workers’ compensation and not less than $2,000,000 in public liability insurance, as the
Lender may reasonably require from time to time. All such insurance shall be written in forms (which
may include builder’s risk coverage) and amounts reasonably satisfactory to the Lender and shall be
issued by companies having a rating of A:XII or better in Best’s Key Rating Guide, licensed to do
business in the Commonwealth of Virginia and reasonably satisfactory to the Lender. Each such
policy shall provide that it shall not be cancelled (including, without limitation, any cancellation or
lapse for nonpayment of premium), and that coverage thereunder shall not be reduced materially,
without at least thirty (30) days prior written notice to the Lender. The Borrower (1) shall deliver all
such policies to the Lender prior to the disbursement of Loan proceeds, (2) shall deliver all renewals
thereof to the Lender at least fifteen (15) days prior to the expiration of such policies and (3) shall
promptly pay when due all premiums for such policies and renewals. The Borrower shall promptly
correct any condition with respect to the Improvements or the Equipment that would materially
increase the premiums therefore. Should there exist any Event of Default, any and all insurance in
the possession of the Lender may be changed by the Lender to other companies and rearranged as to
coverage, terms or amount, and, for that purpose, the Lender is hereby authorized to surrender existing
policies for cancellation and to take out any insurance at any time desired by the Lender, provided
that the necessary premium adjustments in all cases shall be charged against or credited to the
Obligations, as the case may be.
(b)
The Borrower shall not take out separate insurance concurrent in form or contributing
in the event of loss with the insurance required to be maintained under this Section, unless the Lender
is included thereon as a named payee under a standard mortgagee endorsement. The Borrower shall
immediately notify the Lender whenever any such separate insurance is taken out and shall promptly
deliver to the Lender the policy or policies of such insurance.
Section 4. 4 Books and Records. Keep or cause its agents and/or employees to keep
proper, complete and accurate books of account and financial and accounting records with respect to
the Property and the Leases. The Borrower shall permit the Lender and the Lender’s inspector to
have complete access to the books of account of the Borrower.
Section 4. 5 Permits and Approvals. Obtain when and as required, and shall thereafter
maintain in good standing at all times, all Permits and comply with all Legal Requirements necessary
for the Property or for the use and occupancy of the Improvements for their intended purpose. The

7

Borrower shall supply the Lender with copies of the Permits when and as issued. The Borrower, upon
request, shall supply the Lender with appropriate evidence of the continuing good standing and
validity of the Permits and the fulfillment of all Legal Requirements.
Section 4. 6 Taxes, Liens and Charges. Pay all real and personal property taxes, charges,
or assessments against the Property and the Improvements, if any.
Section 4. 7 Notice of Existence of Default. As soon as discovered, promptly advise the
Lender of the existence of any condition or event, or the expected existence of any condition or event,
which is or which will be with the passage of time, the giving of notice, or both, a Default or violation
or breach by the Borrower, under this Loan Agreement or any of the other Financing Documents.
Section 4. 8 Notice of Litigation or Proceedings. Give prompt notice to the Lender of the
institution of any suit or proceeding which would reasonably be expected to materially and adversely
affect the Property or the operations, financial condition, property or business of the Borrower.
Section 4. 9 Financial Reports. For so long as the Loan shall remain outstanding, the
Borrower, at its expense, shall deliver annual financial statements, certified as to accuracy by an
authorized representative of the Borrower, as soon as available but in no event more than one
hundred eighty (180) days after the end of the Borrower’s fiscal year. In addition, upon request
of Lender, the Borrower shall deliver to the Lender such other financial information as the Lender
may reasonably require.
Section 4. 10 Maintenance of Existence; Transfer. The Borrower shall preserve and
maintain its existence in good standing as an “authority” under the Virginia Industrial Revenue Bond
Act and political subdivision of the Commonwealth of Virginia. The Borrower shall not merge,
consolidate or dissolve or change its name without the Lender’s prior written consent. .
Section 4. 11 Compliance with Laws. The Borrower shall maintain and preserve the
Property, and materially comply with all other applicable Legal Requirements.
Section 4. 12 Environment. The Borrower agrees to be and remain in material compliance
with the provisions of all federal, state, and local environmental, health, and safety laws, codes and
ordinances, and all rules and regulations issued thereunder; notify the Lender immediately of any
notice of a hazardous discharge or environmental complaint received from any governmental agency
or any other Person; notify the Lender immediately of any hazardous discharge from or affecting the
Property; immediately contain and remove the same, in compliance with all Legal Requirements;
promptly pay any fine or penalty assessed in connection therewith; permit the Lender to make an
environmental inspection of the Property, to conduct tests thereon, and to inspect all books,
correspondence, and records pertaining thereto; and at the Lender’s request following any violation
or alleged violation of any Legal Requirement, and at the Borrower’s expense, provide a report of a
qualified environmental engineer, satisfactory in scope, form, and content to such Lender, and such
other and further assurances reasonably satisfactory to such Lender that the condition has been
corrected.
Section 4. 13 Use of Property. Borrower covenants and agrees that, during the term of the

8

Loan, it shall cause the Property, or a portion thereof reasonably acceptable to Lender, to be used and
operated as a marina, to include but not limited to a public boat ramp open to the general public (the
“Marina”). Such public use may be subject to reasonable rules and regulations governing hours of
operation, access, safety, and general management, provided that such restrictions shall not
unreasonably limit public access or use.
Section 4. 14 Management of the Marina. Borrower further agrees that it shall not enter into
any agreement for the management or operation of the marina, nor materially amend or terminate any
such agreement, without the prior written consent of Lender, which shall not be unreasonably
withheld, conditioned, or delayed.
Section 4. 15 Maintenance of Roads; Public Access Easement.
(a)
Road Maintenance. Borrower covenants and agrees that it shall, at its sole cost and
expense, maintain in good condition and repair all roads, drives, and travelways located on or
traversing the Property (collectively, the “Roads”), including all necessary resurfacing, grading,
drainage, signage, and safety improvements as may be reasonably required to ensure continued safe
and functional vehicular and pedestrian access.
(b) Public Access Easement. Borrower further agrees to execute, deliver, and cause to be
recorded in the land records of the appropriate jurisdiction, contemporaneously with or promptly
following the Closing (or such later date as may be reasonably required by Lender), an easement in
favor of Lender which shall run with the land and be perpetual, in form and substance acceptable to
Lender, granting the perpetual right of public access and use over (i) the Roads, and (ii) the portion
of the Property utilized as a marina, subject in each case to reasonable rules and regulations imposed
by Borrower for safety, security, maintenance, and orderly use, so long as such rules do not
unreasonably interfere with general public access and enjoyment.
(c)
Survival. The obligations set forth in this Section 4.15 shall survive repayment of the
Loan and shall be binding on Borrower and its successors and assigns unless and until such time as
Lender agrees in writing to release or modify the easement.

ARTICLE V
NEGATIVE COVENANTS
The Borrower covenants and agrees until the payment and discharge of the Obligations, not
to do or to permit to be done or allow to occur any of the acts or happenings set forth below without
the prior written authorization of the Lender.
Section 5. 1 Transfer or Further Encumbrances. The Borrower shall not sell, transfer,
cease to own, lease, license or convey all or any portion of any interest in the Property or any property
securing the Loan to any Person without the prior written approval and express consent of Lender’s
Board of Supervisors. The Borrower shall not permit any lien, security interest or encumbrance,

9

senior, equal or junior to the priority of the lien and security interest of the Lender, to be placed against
the Property, without the prior written approval and consent of the Lender.
Section 5. 2 Purchase Money Security Interest. The Borrower shall not acquire any
personalty for use in connection with the Property or incorporation into or affixation to the Property
or any Improvements by way of conditional bill of sale, chattel mortgage, security agreement,
equipment lease, or other security instrument which would constitute a security interest, lien or
leasehold interest on such personalty.
Section 5. 3 Use of Loan Proceeds Other than for Property. The Borrower shall not use
any portion of the Loan Proceeds in connection with any other property or use other than to acquire
and/or benefit the Property.
Section 5. 4 Contractors. The Borrower shall not use or authorize or knowingly permit the
use of any contractor or subcontractor performing work on the Property which, (i) has not fully
complied with the licensing laws of the Commonwealth of Virginia in all material respects, or (ii) has
not qualified to do business in the Commonwealth of Virginia if such contractor or subcontractor is a
foreign corporation, limited liability company or limited partnership and the laws of such state require
the qualification to do business of such contractor or subcontractor.
Section 5. 5 Assignment of this Loan Agreement. The Borrower shall not assign or
attempt to assign this Loan Agreement or any Loan Proceeds either directly or indirectly, and any
attempted assignment shall be void.
Section 5. 6 False Certificates or Documents. The Borrower shall not knowingly furnish
the Lender with any certificate or other document that will contain any untrue statement of material
fact or that will omit to state a material fact necessary to make it not misleading in light of the
circumstances under which it was furnished.

ARTICLE VI
CONDITIONS TO DISBURSEMENT OF LOAN PROCEEDS
Section 6.1
Conditions to Disbursement. The Lender shall not be required to make the
disbursement of Loan Proceeds until the Lender has received all the following, all in form and
substance reasonably satisfactory to the Lender, unless waived by Lender in writing:
(i)
The Financing Documents duly authorized, executed and delivered by
the parties thereto and, in the case of the Deed of Trust and the Assignment of Leases, duly recorded
in the appropriate Property records.
(ii)
An ALTA lender’s policy of title insurance (A) issued by a title
insurance company acceptable to Lender (the “Title Insurance Company”), (B) being in the amount
of the Loan, (C) containing no exceptions or limitations (including exceptions as to unfiled mechanics
and materialmen’s liens and matters of survey) unacceptable to the Lender, and (D) insuring the
Lender that the Deed of Trust is a continuing valid and first lien on the fee simple absolute title to the

10

Property. In lieu of the policy, the Borrower may furnish a commitment for title insurance from the
Title Insurance Company, but in such case the policy shall be furnished within 30 business days after
the Deed of Trust is recorded.
(iii)
Evidence satisfactory to the Lender that all of the members of the
Board of Directors of the Borrower, or an amount required by applicable law, have duly consented to
and authorized the execution and delivery of the Financing Documents and the performance of the
Borrower’s obligations thereunder.
(iv)
Written evidence showing that the Property is not located in a flood
plain, as shown upon the appropriate Flood Area Map prepared by the Federal Insurance
Administration of the United States Department of Housing and Urban Development or, if the
Property will be located in a flood plain, flood insurance satisfactory in all respects to the Lender.
(v)

An ALTA of survey of the Property acceptable to the Lender.

(vi)
Copies of all covenants, agreements, site plans, proffers and
documents affecting the Property.
(vii)
improved public streets.

Satisfactory evidence that the Property fronts on one or more fully

(viii)
Satisfactory evidence (A) to the effect that the zoning of the Property
permits the contemplated construction and operation of the Property without the necessity of
obtaining a variance, special use permit or other similar authorization or, if any such authorization is
required, that it has been obtained and listing any special conditions applicable to such authorization,
(B) stating each such condition, if the Property has been rezoned subject to special conditions, and
(C) that there have been no violations of any of the existing special use permits, proffers, or
ordinances relating to the Property or the Improvements.
(ix)

Such Permits for the Property as Lender may deem necessary.

(x)
Satisfactory evidence that all water, sewer, electricity, drainage,
telephone, gas and other utilities required in connection with the Property are available.
(xi)
Policies of builder’s risk, rent loss, public liability and workers
compensation insurance and such other policies of insurance as the Lender may reasonably require,
all of which shall meet the requirements for such policies set forth in the Deed of Trust, together with
evidence that all policy premiums have been paid or provided for.
(xii)
Financing statements (A) naming the Borrower as debtor and the
Lender as secured party, with respect to the Equipment, any proceeds or other UCC Property as
described in the Deed of Trust, duly authorized by the Borrower, and a certificate from the Title
Insurance Company or the appropriate official(s) responsible for filing the above mentioned financing
statements to the effect that at the time of filing of such financing statement there were no other
financing statements filed against the Borrower as debtor with respect to any of the UCC Property.

11

(xiii)
If requested, written evidence that no material adverse change has
occurred in (A) the financial condition of the Borrower from that indicated in the financial statements,
applications and other information theretofore furnished to the Lender or (B) the physical condition
of the Property since the date in which it was last inspected by the Lender, and, if requested by the
Lender, current financial statements of the Borrower.
(xiv)
Such other documents, assurances and certificates as may be required
by the Title Insurance Company or as the Lender may reasonably request.
Section 6.2
Waiver of Conditions. The disbursement of Loan Proceeds shall constitute an
acknowledgment by the Lender that all of the conditions to such advance have been satisfied or
waived by the Lender, unless the Lender gives notice to the Borrower prior to the making of an
advance that a condition to such advance has not been satisfied or waived. The Lender may waive
any one or more of the requirements set forth in this Article VI as conditions precedent to the
disbursement of Loan Proceeds or may make advances but, to the extent the Lender provides notice
to the Borrower, require that one or more of such conditions be satisfied at some future date or before
the Lender makes any subsequent advance. If the Borrower fails to satisfy any of such conditions
within the period of time, if any, specified by the Lender in such notice (or, if no such period of time
is specified in such notice, within a reasonable period after the advance is made), such failure shall
constitute an Event of Default.
Section 6.3 Conditions to Disbursement for Lender’s Sole Benefit. All conditions to the
obligation of the Lender to disburse Loan Proceeds are solely and exclusively for the benefit of the
Lender. No other Person shall have standing to require satisfaction of such conditions or shall be
entitled to assume that the Lender will require compliance with any or all of such conditions, and no
other Person, under any circumstances, shall be deemed to be a beneficiary of such conditions. In no
event shall the Lender be liable to any Person, other than the Borrower, for any failure to disburse the
Loan Proceeds to which the Borrower is entitled under this Loan Agreement, nor shall the Lender be
liable to any Person to see that the Loan Proceeds are properly applied.

ARTICLE VII
SPECIAL COVENANTS
Section 7.1 Payment of Expenses. The Borrower shall pay promptly, after receiving written
demand therefor, the following costs and expenses:
(i)
All reasonable costs, fees and expenses, including attorneys' fees and
costs, of the Lender incident to the Closing of the Loan or thereafter incurred in connection with
reviewing documents or advising the Lender with respect to the Loan.;
(ii)

All filing and recording fees;

(iii)

All reasonable fees and other costs payable to the Trustees under the

Deed of Trust;

12

(iv)
All reasonable costs incurred in connection with the release of the
Deed of Trust and the Assignment of Leases upon a partial payment of or payment in full of the Note;
(v)
All commissions and fees, if any, owed to brokers in connection with
the Loan and/or acquisition of the Property;
(vi)
All reasonable costs of collection, including reasonable attorneys’
fees, incurred by the Lender in connection with obtaining payment of the Note or any other obligation
or amount due under the Financing Documents; and
(vii) All reasonable costs and expenses (including, without limitation,
attorney’s fees) incurred by the Lender in connection with litigation arising from or involving the
Loan.
Section 7.2
Restrictive Covenants; Easements and Plats. The Lender shall have the right
to review and approve (which approval shall not be unreasonably withheld) prior to execution and
recordation all restrictive covenants; all easements and consolidation and subdivision plats which the
Borrower intends to impose upon the Property, or to which the Property will be subject. The
Borrower, upon request by the Lender, shall submit to the Lender copies of all such restrictive
covenants; easements or plats prior to the execution and recordation for the Lender’s review and
approval and upon execution and recordation, copies of the executed and recorded restrictive
covenants; easements or plats shall be furnished to the Lender. The Lender may require the Borrower,
as a condition of approving easements, to submit a survey or site plan of the Property showing the
exact location of the easements with respect to the improvements constructed or to be constructed.
Section 7.3 Advancements. If the Borrower shall materially fail to perform any of the
covenants contained in this Loan Agreement, or if the Borrower shall fail to protect or preserve the
Property or the value thereof or the status and priority of the lien and security interest of the Lender
in the Property, provided that an Event of Default has occurred, the Lender may make advances to
perform the same on behalf of the Borrower or to protect or preserve the Property or the value thereof
or the status and priority of the lien and security interest of the Lender in the Property, and all sums
so advanced shall immediately upon advancement bear interest until paid at a rate per annum equal
to the Default Rate, as such term is defined in the Note (the “Advance Rate”), become secured by
the liens, security interests, and other assurances of repayment provided by or on behalf of the
Borrower under the terms and provisions of all of the Financing Documents, and shall become part
of the principal amount owed to the Lender with interest at the Advance Rate. The Borrower shall
repay on demand all sums so advanced on the Borrower’s behalf, plus any expenses or costs incurred
by the Lender, including attorney’s fees, with interest thereon at the Advance Rate. The provisions
of this Section shall not be construed to prevent the institution of the rights and remedies of the Lender
upon a default by the Borrower. Anything in this Agreement to the contrary notwithstanding, the
authorization contained in this Section shall impose no duty or obligation on the Lender to perform
any action or make any advancement on behalf of the Borrower and is for the sole benefit and
protection of the Lender.

13

The Borrower agrees to give the Lender prompt written notice of any breach or alleged breach
by the Lender of any of its duties and obligations to the Borrower under either this Loan Agreement
or any of the Financing Documents as soon as such breach or alleged breach shall become known to
the Borrower.
Section 7.4 Mechanics’ and Other Liens. The Borrower shall not permit any mechanics’ or
other liens to be or to remain filed against the Property except as otherwise provided herein. Within
thirty (30) days after the filing of any such lien, the lien shall be (i) satisfied or secured by posting
with the Lender a surety bond or a letter of credit, either of which shall be issued by an institution
approved by and in a form and amount satisfactory to the Lender, or (ii) released of record.
Section 7.5 Further Assurances. The Borrower agrees to execute such other and further
documents, including, without limitation, confirmatory deeds, deeds of trust, notes, security
agreements, agreements, financing statements, continuation statements, and the like as may from time
to time in the opinion of the Lender or the Lender’s counsel be necessary, convenient, or proper to
facilitate the performance of the terms of this Loan Agreement or carry out the intentions of the parties
hereto, it being the intention of the Borrower to provide hereby a full and absolute warranty of further
assurance to the Lender.
ARTICLE VIII
EVENTS OF DEFAULT AND REMEDIES
Section 8.1 Events of Default. In addition to the “Event of Default” described in Section 6.2
of this Loan Agreement, the occurrence of any of the following shall, subject to any applicable notice
or cure period, constitute an Event of Default under this Loan Agreement, whether such occurrence
shall be voluntary or involuntary or come about or be effected by operation of law or pursuant to or
in compliance with any judgment, decree or order of any court or any order, rule or regulation of any
administrative or governmental body:
(i)
The Loan Proceeds or any part thereof are, or shall have been at any
time, diverted to a purpose other than as set forth in this Loan Agreement;
(ii)

A material adverse change has occurred in the financial condition of

Borrower.
(iii)
The fact that any representation or warranty of Borrower contained in
this Loan Agreement or any statement or representation made in any certificate, report or opinion
delivered pursuant hereto or in connection with the Loan proves to be untrue or misleading in any
material respect as of the time it is made or deemed to be made;
(iv)
The filing of any mechanics’ or materialmen’s lien on all or any part
of the Property, unless such lien is satisfied, secured, or released as provided in Section 7.4 of this
Loan Agreement;
(v)
The occurrence of an “Event of Default” under the Note, the Deed of
Trust or any other Financing Document;

14

(vi)
The failure to make any payment due under this Loan Agreement or
any of the other Financing Documents or under any other obligation of indebtedness owed from the
Borrower to the Lender, whether now existing or hereafter arising, when and as the same becomes
due and payable beyond applicable notice and cure periods, and within ten (10) days of when due if
no notice and cure period has been otherwise provided for;
(vii) The failure of the Borrower to comply with any of the terms or
conditions of this Loan Agreement, including without limitation the Affirmative Covenants and
Negative Covenants set forth above, or any other Financing Document or under any other loan
document executed in connection with any borrowed money or other obligation owed by the
Borrower to the Lender, whether now existing or hereafter arising, and the continuation of such failure
for thirty (30) days after the Lender sends the Borrower written notice thereof (or such other period
as may be specified in this Loan Agreement or in the Deed of Trust) provided that if such a matter
cannot with diligence be cured within such thirty (30) day period, no Event of Default shall arise
under this subsection (x) so long as Borrower has commenced within such period, and is diligently
prosecuting to completion cure of the same;
(viii) Breach or violation by the Borrower of any of its or their duties,
obligations or undertakings, which will have a materially adverse effect on the Borrower, Authority
or the Property, and same is not cured within thirty (30) days following notice to Borrower;
(ix)
The filing of by Borrower, of (1) a petition for relief under the
Bankruptcy Reform Act of 1978 (11 USC Section 101-1330) as now or hereafter amended or
recodified (“Bankruptcy Code”), or under any other present or future state or federal law
regarding bankruptcy, reorganization or other debtor relief law; (2) an involuntary proceeding
under the Bankruptcy Code or other debtor relief law and the failure of Borrower to effect a full
dismissal of such proceeding within ninety days after the date of filing such proceeding; (3) a
general assignment by Borrower, for the benefit of creditors; or (4) Borrower applying for, or the
appointment of, a receiver, trustee, custodian or liquidator of Borrower or any of its property;
(x)
The sale, transfer, lease, or encumbrance of all or any portion of the
Property without the prior written consent of the Lender’s Board of Supervisors, in violation of
Section 5.1 above.
Section 8.2 Remedies. Upon the occurrence of an Event of Default, the Lender, at its option
and without any obligation to do so, may exercise any right available to it under any of the Financing
Documents including, without limitation, the right to: (i) make any payment or take such other action
as may be necessary to cure the Event of Default; (ii) enter into and take possession of the Property;
(iii) maintain, repair and restore the Property; (iv) make such repairs, additions and improvements to
the Property; (v) contest or compromise any claim or encumbrance against the Property (including,
without limitation), any lien prior to or subordinate to the lien of the Deed of Trust and prosecute and
defend all actions or proceedings in connection with the Property; (vi) employ such counsel,
accountants, contractors and other persons as it shall deem necessary to assist it; (vii) insure or keep
the Property insured; (viii) exercise all of the rights and powers which the Borrower possessed with
respect to the Property to the same extent as the Borrower could have exercised the same; and (ix)

15

perform all acts required of the Borrower with respect to the Property including acts required of it
under any Lease. Any amounts expended by the Lender in exercising its rights under this Section,
together with interest thereon at the Advance Rate, shall be payable on demand and shall be secured
by the Deed of Trust.
Section 8.3 Notice to the Authority. If at any time during the term of the Loan an Event of
Default occurs, Lender and Borrower shall immediately provide written notice to Authority setting
forth the nature of the Event of Default and the amount, if any, owed by Borrower to cure said default
within .
Section 8.4 Attorney-in-Fact. For the purpose of carrying out the provisions of Sections
of this Loan Agreement, the Borrower hereby irrevocably appoints the Lender its true and lawful
attorney-in-fact and authorizes it to perform any act described in Sections 7.5 and 8.2 of this Loan
Agreement and to take any and all actions necessary and incidental thereto. This power of attorney
is a power coupled with an interest which cannot be revoked.
ARTICLE IX
MISCELLANEOUS
Section 9.1 Successors and Assigns. This Loan Agreement shall inure to the benefit of and
be binding on the parties hereto and their respective heirs, personal representatives, successors and
assigns; provided however the Borrower may not assign this Loan Agreement without the written
consent of the Lender.
Section 9.2 Transfer of Loan and Financing Documents. Upon the occurrence of an Event
of Default, the Loan, Loan Agreement, Note, Deed of Trust and other Financing Documents may be
transferred and assigned to Authority who will be entitled to any and all rights and remedies afforded
to Lender hereunder and in the Note, Deed of Trust and other Financing Documents. Any such
transfer and assignment shall not require Borrower’s consent. In the event of a transfer of the Loan
and Financing Documents to the Authority, Borrower shall cooperate fully with Lender and Borrower
to execute any documents necessary to effectuate said transfer.
Section 9.3 Severability. If any provision of this Loan Agreement, or the application thereof
in any circumstance, is deemed to be unenforceable, the remainder of this Loan Agreement shall not
be affected thereby and shall remain enforceable.
Section 9.4 Applicable Law. This Loan Agreement shall be governed by the laws of
Commonwealth of Virginia.
Section 9.5 Notices. All notices, demands, requests and other communications required or
permitted hereunder shall be in writing and shall be deemed to have been given when delivered in
person or sent by registered or certified mail, postage prepaid, return receipt requested, to the persons
and at the addresses set forth below or to such other persons or addresses as the party entitled to notice
shall have specified in writing to the other party hereto from time to time.
(a)

To the Lender:

County of Middlesex, Virginia

16

Attn: Heather Lewis, County Attorney
877 General Puller Highway
Saluda, Virginia 23149

(b)

With a copy to:

Sands Anderson, PC
Attn: Daniel M. Siegel
919 E. Main Street, Suite 2300
Richmond, Virginia 23219

To the Borrower:

Economic Development Authority of Middlesex County
Attn: Trenton L. Funkhouser
44 Oakes Landing Road
Saluda, Virginia 23149

Section 9.6 Consents and Approvals. All consents and approvals required or permitted by
this Loan Agreement shall be in writing, shall be signed by the party from whom the consent or
approval is sought and, unless otherwise provided herein, may be withheld by such party in its sole
discretion.
Section 9.7 Amendments. This Loan Agreement and the Financing Documents may be
amended, supplemented or terminated only in writing, signed by all of the parties hereto.
Section 9.8 Agreements to Survive. The representations, warranties and covenants contained
in this Loan Agreement as to indemnities, or as otherwise specifically set forth, shall survive the
payment of the Obligations, and, in any event, in the event any funds paid to the Lender must be
repaid as a result of Bankruptcy or otherwise.
Section 9.9 No Partnership. Nothing in this Loan Agreement or in the other Financing
Documents shall be construed as making any party a partner or joint venturer with any other party,
and the Borrower hereby agrees to indemnify and hold the Lender harmless from any and all liability
resulting or arising from any claim that such a relationship exists, but only to the extent permitted by
law.
Section 9.10 Time of the Essence. Time shall be of the essence with respect to the
performance of the Borrower’s obligations hereunder.
Section 9.11 Counterparts. This Loan Agreement may be executed in any number of
counterparts, each of which shall be an original and all of which together shall constitute but one and
the same instrument.
Section 9.12 Failure to Exercise Rights. The failure of the Lender to exercise any right, power
or remedy granted to it upon the occurrence of a Default or an Event of Default shall not be deemed
a waiver of the right to exercise such right, power or remedy upon the occurrence of a subsequent
Default or Event of Default.

17

Section 9.13 No Third Party Rights. No entity or person not a party to this Agreement shall
be entitled to rely upon or shall have any rights or benefits under this Loan Agreement.
Section 9.14 Rule of Construction. The parties hereto and their counsel have reviewed and
revised (or requested revisions of) this Loan Agreement and the other Financing Documents and the
normal rule of construction that any ambiguities are to be resolved against the drafting party shall not
be applicable in the construction and interpretation of this Loan Agreement or any of the other
Financing Documents.
Section 9.15 Waiver of Jury Trial. AS PART OF THE CONSIDERATION FOR NEW
VALUE THIS DAY RECEIVED, THE BORROWER HEREBY CONSENTS TO THE
NONEXCLUSIVE JURISDICTION OF ANY STATE OR FEDERAL COURT SITTING WITHIN
THE COMMONWEALTH OF VIRGINIA FOR ANY ACTION TO WHICH THE BORROWER
AND THE LENDER ARE PARTIES ARISING OUT OF OR IN CONNECTION WITH THIS
LOAN AGREEMENT OR ANY OF THE RELATED DOCUMENTS. TO THE EXTENT
PERMITTED BY LAW, THE BORROWER WAIVES TRIAL BY JURY AND WAIVES ANY
OBJECTION WHICH THE BORROWER MAY HAVE BASED ON LACK OF JURISDICTION
OR IMPROPER VENUE OR FORUM NON CONVENIENS TO THE CONDUCT OF ANY
ACTION INSTITUTED HEREUNDER OR UNDER ANY OF THE RELATED DOCUMENTS,
OR ARISING OUT OF OR IN CONNECTION WITH THIS AGREEMENT OR ANY OF THE
RELATED DOCUMENTS, OR ANY OTHER PROCEEDING ARISING OUT OF OR IN
CONNECTION WITH THIS AGREEMENT OR ANY OF THE RELATED DOCUMENTS TO
WHICH THE LENDER IS A PARTY, INCLUDING ANY ACTIONS BASED UPON, ARISING
OUT OF OR IN CONNECTION WITH ANY COURSE OF CONDUCT, COURSE OF DEALING
OR STATEMENT (WHETHER ORAL OR WRITTEN) OR ACTIONS OF THE LENDER OR
THE BORROWER, AND THE BORROWER CONSENTS TO THE GRANTING OF SUCH
LEGAL OR EQUITABLE RELIEF AS IS DEEMED APPROPRIATE BY THE COURT.
NOTHING IN THIS SECTION SHALL AFFECT THE RIGHT OF THE LENDER TO BRING
ANY ACTION OR PROCEEDING AGAINST THE BORROWER IN THE COURTS OF ANY
OTHER JURISDICTION THAT HAS JURISDICTION OVER THE BORROWER.

18

LOAN AGREEMENT
[SIGNATURE PAGE]
WITNESS the following duly authorized signatures and seals:

BORROWER:
ECONOMIC DEVELOPMENT AUTHORITY
OF MIDDLESEX COUNTY, a political
subdivision of the Commonwealth of Virginia

By:
Name:
Title:

(SEAL)

LENDER:

COUNTY OF MIDDLESEX, VIRGINIA

By:
Name:
Title:

(SEAL)

APPROVED AS TO FORM

__________________________
County Attorney

19

EXHIBIT A
Payment and Amortization Table
Year

Payment

Interest

Principal

Remaining
Balance

1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25

$0.00
$0.00
$48,885.84
$48,885.84
$48,885.84
$48,885.84
$48,885.84
$48,885.84
$48,885.84
$48,885.84
$48,885.84
$48,885.84
$48,885.84
$48,885.84
$48,885.84
$48,885.84
$48,885.84
$48,885.84
$48,885.84
$48,885.84
$48,885.84
$48,885.84
$48,885.84
$48,885.84
$48,885.84

$0.00
$0.00
$10,000.00
$9,611.14
$9,218.39
$8,821.72
$8,421.08
$8,016.43
$7,607.74
$7,194.96
$6,778.05
$6,356.97
$5,931.68
$5,502.14
$5,068.30
$4,630.13
$4,187.57
$3,740.59
$3,289.13
$2,833.17
$2,372.64
$1,907.51
$1,437.73
$963.24
$484.02

$0.00
$0.00
$38,885.84
$39,274.70
$39,667.45
$40,064.12
$40,464.76
$40,869.41
$41,278.10
$41,690.88
$42,107.79
$42,528.87
$42,954.16
$43,383.70
$43,817.54
$44,255.71
$44,698.27
$45,145.25
$45,596.71
$46,052.67
$46,513.20
$46,978.33
$47,448.11
$47,922.60
$48,401.82

$1,000,000.00
$1,000,000.00
$961,114.16
$921,839.46
$882,172.02
$842,107.90
$801,643.14
$760,773.73
$719,495.62
$677,804.74
$635,696.95
$593,168.08
$550,213.92
$506,830.22
$463,012.68
$418,756.97
$374,058.69
$328,913.44
$283,316.74
$237,264.06
$190,750.86
$143,772.53
$96,324.42
$48,401.82
$0.00

20

Economic Development

Economic Development Authority

Trenton L. Funkhouser, AICP
Executive Director

John Anzivino, Chair
James Reed, Vice-Chair
Joe Heyman, Treasurer
Anton Webre, Secretary
Gerald Crittenden
Hallie-Jean Holmes
Doug McMinn

877 General Puller Highway
P.O. Box 428
Saluda, Virginia 23149-0428
(804) 654-1363 (C)
[email protected]

July 13, 2026
TO:

Economic Development Authority

FROM:

Trenton L. Funkhouser, Executive Director

SUBJECT: County Surplus Properties
Watson’s Landing – Route 617 and Public Landing North End
Given the EDA’s recent Preservation Trust Fund (PTF) grant award, there may be an
opportunity to apply for similar funding for the above-referenced parcels and request the
Board of Supervisors apply any funds received towards construction of the boat ramp/dock
facilities planned for Project Access site.
Attached for initial EDA member review and consideration is some basic information I
have on hand for Watson’s Landing with frontage on Urbanna Creek and the Public
Landing North End site with Rappahannock River frontage.
Could be a good way to “lock-up” these parcels as recreation sites regardless of timing of
any improvements, which are not required by PTF funding, and the Board of Supervisors
could “monetize” some parcels that are already “off” the tax rolls.
The 2023 memo on all County properties under consideration at that time is attached for
general reference purposes and for the two sites that are the subject of this memo as well
as a reminder of the list of sites still in need of decisions by the Board of Supervisors to
hold, develop, sell, lease at their discretion or to otherwise convey to the EDA for similar
purposes.
The attached information for these two waterfront sites includes the assessment records,
and various maps or plats associated with each.
Mr. Heyman and I have discussed these properties and agree that the general proposal
would benefit the Project Access site as well as provide possible recreation and tourism
benefits if either or both of the sites were eventually developed with minimal improvements
to provide access to and from the respective water bodies.

Economic Development Authority
RE: County Surplus Properties – Watson’s Landing and Public Landing North End.
July 13, 2026
Page 2 of 2

Recommendation
No action(s) are required by the EDA at this time. The information of this memo and
attachments are provided for preliminary consideration and discussion by the EDA as part
of continuing work by Mr. Heyman, Mr. Webre and the Executive Director to identify possible
sources of construction funding to implement the EDA’s development plans for Project
Access.
Upon EDA authorization, we could begin work on a formal proposal, including a PTF and/or
similar grant application(s) for EDA consideration of approval and then present such
proposal to the Board of Supervisors for action. Please advise us of any comments,
questions or direction in these matters.

Economic Development

Economic Development Authority

Trenton L. Funkhouser, AICP
Executive Director

John Anzivino, Chair
James Reed, Vice-Chair
William Cawthorn, Treasurer
Celane Roden, Secretary
Gerald Crittenden
Joe Heyman
Jean Hallie-Holmes

877 General Puller Highway
P.O. Box 428
Saluda, Virginia 23149-0428
(804) 654-1363 (C)
[email protected]

September 25, 2023
TO:

Matthew L. Walker, County Administrator

FROM:

Trenton L. Funkhouser, Executive Director

SUBJECT: County Surplus Properties
I am forwarding the attached information on behalf of the EDA so you and the Board of
Supervisors can consider some initial expressions of interest regarding certain Countyowned properties that may become available for EDA use.
I recognize the Board will need to continue its work to review all County-owned properties
that could be considered as surplus and, likewise, would need to consider how the EDA
could assist the Board with meeting mutually agreed economic and community development
goals for the use and management of any properties.
On behalf of the EDA, we are very thankful for and appreciative of the Board’s general offer
to review the list of County-owned properties for possible project opportunities. I look
forward to direction from you and/or the Board on how to continue discussions in this matter.

C:\EDA\Info\Buildings Sites\County Owned\County Properties mca 230925.docx

Economic Development

Economic Development Authority

Trenton L. Funkhouser, AICP
Executive Director

John Anzivino, Chair
James Reed, Vice-Chair
William Cawthorn, Treasurer
Celane Roden, Secretary
Gerald Crittenden
Joe Heyman
Jean Hallie-Holmes

877 General Puller Highway
P.O. Box 428
Saluda, Virginia 23149-0428
(804) 654-1363 (C)
[email protected]

September 21, 2023
TO:

Economic Development Authority

FROM:

Trenton L. Funkhouser, Executive Director

SUBJECT: Surplus Properties (County) – Recommendations to Board of Supervisors
The Board of Supervisors has previously advised the EDA it is considering the possible
“disposal” through sale, lease, gift or other method as determined by the Board of certain
County-owned properties that could be declared “surplus”. The Director, the EDA and
Industrial, Business and Industrial Sites Committee of the EDA have reviewed the general
list of County-owned properties with a resulting focus on 10 parcels of interest to the EDA
that may be of use for economic development and community development purposes
depending on terms of use/control/transfer as may be determined by the Board of
Supervisors.
Additionally, there are two sites of interest to the EDA – 1) Any surplus property associated
with Hummel Field and the future conveyance of Parcel 29-40A (approximately 12 acres) to
the County planned as part of the Electronic Energy Storage Facility Site Agreement
approved by the Board of Supervisors on November 3, 2021.
Based on the attached list, the Director, subject to EDA direction, is prepared to forward to
the Board of Supervisors a general request for the EDA to be considered as an entity to
receive any or all of the referenced properties subject to terms and conditions as may be
determined by the Board of Supervisors. The EDA and/or Board may also wish to propose
certain partnerships or other development relationships for certain parcels that do not
require EDA ownership, lease or control to meet mutually agreed objectives.
County Properties
The following comments and recommendations are offered for EDA and, as approved by
the EDA, forwarding to the Board of Supervisors for consideration:
Parcel #19-41 (Warner Road/Virginia Street) – 0.96 acres - Could be used for Event Signage
(tourism promotion) but should also be considered for sale, most likely to an adjacent
property owner subject to recorded utility and bike/pedestrian trail easements for future
County/public uses.

EDA
RE: Surplus County Properties
September 21, 2023
Page 2 of 3

Parcel 26-90B – Public Landing Route 617 – 0.8 acres – Could be used for future nonmotorized (canoe/kayak) water access and small public park site subject to identification of
clear right-of-way of sufficient width for public access and limited parking on site or adjacent
to public road. Need to verify any applicable “Reversion Clause” of deed conveying property
to County to determine if sale of parcel is possible. Board would need to determine if EDA
or County would pursue any partnerships or grants to develop site as a public park site.
Parcels 27-51 & 51A – 1793 General Puller Highway – 35 acres – Pursue timber
management plan. Possible future commerce park, workforce or affordable housing
projects.
Parcel 27-123A – 19 acres owned by School Board – Pursue transfer of property to County
and pursue timber management plan. Possible future commerce park, workforce or
affordable housing projects.
Parcel 40-6-9A – North End Public Landing – 0.75 acres – Small, narrow public water access
park options by pedestrian or bicycles only with no immediate option for parking without
acquisition of additional property. Would require BOS determination if EDA or County would
pursue any partnerships or grants to develop site as a public park site. May be preferable
to “hold” property future park development or offer for sale to adjacent property owners or
general public.
Parcel 40-214 – Jackson Creek – 7 acres – Purchased by BOS with intent to develop water
access park. “Project” on “hold” due to adjacent property owner concerns regarding public
park development idea generally and specific concerns regarding any motorized boat
access on a narrow creek with adjacent residential development. Regardless, future
research and action would be required to identify specific right-of-way options relative to the
existing private road access to site. Board may wish to hold property pending resolution of
these issues or simply sell the property.
Parcels 27-83, 27-84 and 35-10 are associated with the County Landfill and represent a
variety of development options for public and/or private development that does not adversely
affect any conditions associated with closure of the landfill such as impacting the “caps” on
landfilled “cells” or monitoring wells. Pursue timber management plan for any available
timber on all three properties. Setting aside the landfill itself (60 acres), EDA could focus on
the adjacent properties of approximately 40 acres for timber management and/or agricultural
field leases as well as possible residential and non-residential development handled by the
EDA and/or in partnership with the Board. Public park, cell tower site(s) and other
development options may be also be possible.

EDA
RE: Surplus County Properties
September 21, 2023
Page 3 of 3

Recommendation
Discussion of options for properties referenced in this memorandum and attachment and
direct the Executive Director to forward any recommendations or other specific comments
of the EDA to the Board of Supervisors regarding any or all such properties.

C:\EDA\Package 230921\Surplus Properties County meda 230921.docx

Parcel #

NAME

ADDRESS

ROAD

ZONING

DESCRIPTION 1

ACREAGE

COMP PLAN

Water

Sewage

Notes

LAND _VALUE IMPROVEMNETS TOTAL_ASSE

EDA INTEREST???
19

41

COUNTY OF MIDDLESEX

0 WARNER

LDR

PINE TREE

.96 AC

AC

None

None

Event Sign, Record Easements, Sell to adjace$

4,800

$

-

$

4,800

26

90B

COUNTY OF MIDDLESEX

0

LDR

PUBLIC LANDING RT 617

.8 AC

AC

None

None

Water Access Site (non-motor)

$

50,000

$

-

$

50,000

27
27

51
52A

COUNTY OF MIDDLESEX VIRGINIA
COUNTY OF MIDDLESEX VIRGINIA

VC
VC

SALUDA
SALUDA

5.428
30.32 AC

MU
MU

County
County

HRSD
HRSD

Timber? Future Commerce Park or Workforc$
Timber?
$

59,700
110,000

$
$

15,100
-

$
$

74,800
110,000

27

123A

MIDDLESEX COUNTY SCHOOL BOA

0

VC

URBANNA FORK

19.3154

MU

County

HRSD

Timber? Commerce Park Site?

$

115,900

$

-

$

115,900

40 6

9A

COUNTY OF MIDDLESEX

0

R

PUBLIC LANDING NORTH END

.75 AC

R

None

None

Sell to adjacents?

$

10,000

$

-

$

10,000

40

214

BOARD OF SUPERVISORS OF MIDD

318 PARADISE

VC

JACKSONS CREEK

7.05 AC

MU

Well

Septic

Future Water Access Park (non-motor)

$

262,800

$

1,000

$

263,800

27

83

BOARD OF SUPERVISORS OF MIDD

0 FARAWAY

LDR

PARADISE

6.00 AC

AC

Well

Septic

Adjacent to Landill

$

12,000

$

-

$

12,000

27

84

BOARD OF SUPERVISORS OF MIDD

372 FARAWAY

LDR

PIANKATANK

35.4 AC

AC

Well

Septic

Adjacent to Landfill

$

122,900

$

64,600

$

187,500

35

10

COUNTY OF MIDDLESEX

371 FARAWAY

LDR

LANDFILL-MAINT BLDG

60.18 AC

AC

Well

Septic

Landfill

$

90,300

$

335,700

$

426,000

VC

Battery Project

12.2409

C

County

Sewer

See "Siting Agreement"

$

22,000

$

-

$

22,000

FUTURE CONVEYANCE TO COUNTY
29
40A
DOMINION to County

1793 GENERAL PULLER
0 GENERAL PULLER

GENERAL PULLER

40-9

Economic Development

Economic Development Authority

Trenton L. Funkhouser, AICP
Executive Director

John Anzivino, Chair
James Reed, Vice-Chair
Joe Heyman, Treasurer
Anton Webre, Secretary
Gerald F. Crittenden
Hallie-Jean Holmes
Doug McMinn

877 General Puller Highway
P.O. Box 428
Saluda, Virginia 23149-0428
(804) 654-1363 (C)
[email protected]

July 7, 2026
TO:

Economic Development Authority

FROM:

Trenton L. Funkhouser, Executive Director

SUBJECT: Director/Department/EDA Activities
Aquaculture/Agriculture/Forestry – Blue Catfish Study Advisory Committee (BCAC) work
continues with meetings on 06/25/26 and 06/30/26 to discuss VA Tech’s draft Market
Analysis.
Business & Community Development – Continued/Completed work by Whitney Law on
creation and promotion of a Business Directory, EDA Web Pages and associated digital
efforts for the respective travel apps – Explore Middlesex and Visit Virginia’s River Realm
(VRR).
Local Government Administrator’s Meeting – Will attend July 10th meeting at the Middle
Peninsula Planning District Commission (MPPDC) offices to hear planned discussion of
Regional Dredging Operating Agreement and participate in discussion of project listing for
update of the Comprehensive Economic Development Strategy (CEDS) of the MPPDC.
Project Access information provided to MPPDC to add to plan.
VA Economic Development Partnership – Local Economic Development Officials Meeting –
06/15/26 (Virtual). Attendees reminded of the high priority need for 100+ acre sites. VEDP
staff will be sending information on VEDP Intern Partnership program updates. Will be
participating in a survey regarding possible special area designations such as Opportunity
Zones, Hub Zones and similar options that may be available to Middle Peninsula localities.
Regional Economic Meeting – Good meeting on 06/18/26 at Middle Peninsula Planning
District Commission offices. 40-50 people, mostly local EDA members and staff. Good
presentation from VA Rural Center on their general services as well as a new data
“dashboard” to compare localities as well as a grants dashboard summarizing options
available to localities.
Wooden Pickle – Delayed opening of a 2nd location in existing space in Deltaville. Operators
are working on permit renewals with VA Department of Health. Permits delayed due to a lack
of final inspections of some historical work on sewage disposal system and change in menu
relative to previous operators at site requiring new wastewater calculations prepared by an
engineer.

EDA
RE: Director/Department/EDA Activities
July 13, 2026
Page 2 of 2

Urbanna Seafood and Raw Bar on Robinson Creek – Planned reopening o 06/24 without
ABC license approval. Attempting to confirm details and coordinate a Grand Opening event
with operators when appropriate to do so.
Down River – Retail clothing store opened in existing building in Deltaville on 07/01/26.
Tourism Promotion – Attended Monthly MSX VA250 Committee meetings, Virginia’s River
Realm (VRR) bi-weekly meetings and monthly Museums of Middlesex (MOM) meetings.
VA250 Mobile Museum - Deltaville Maritime Museum for three days – 07/14 – 07/16.
Tuesday through Thursday.
Urbanna Founders Day – 08/01/26 with special guest speakers portraying Thomas Jefferson
and Martha Washington
VA Tourism Corporation (VTC) Marketing Meeting – Virtual meeting on 06/10/26 by VTC
reviewing new VTC activities/initiatives and associated grant or other assistance options.
Workforce Development – CNC Machining – Attending virtual meeting on 06/10/26 of group
led by Rappahannock Community College regarding a GO Virginia Region 6 grant received
for development of a training and certification program for “precision” machining work.
Infrastructure, Business and Industrial Sites/Prospects – “Battery Storage Site” - Prospect
continues to have interest in purchasing site pending some determinations by Dominion
Power regarding proposed encroachments upon a utility easement for signage, entrance
roads and related site improvements.
Initial conversation with regional owner/operator of Burger King franchises and also a
developer of Mixed-Use projects (commercial uses and apartments - one underway in King
William County). Needs sewer and a reliable labor pool but interested in future development
in Middlesex.
Project Access – Received grant award notice of $209,000 from VA Preservation Trust Fund
(PTF) in exchange for a proposed conservation easement for small parcel at eastern edge of
site. Grant contract not yet received from PTF. EDA needs to complete an appraisal of site
and proposed easement (funded through grant) and seek Board of Supervisors approval to
place any proposed easement on site (per conditions of BOS/EDA loan agreement for
property purchase). This grant would help recoup land purchase costs but provides no
construction funding for any waterfront access improvements for small planned park facilities.
Such facilities are allowed by PTF grant but not required.
Build Application – Awarded $1.59 Million grant to provide planning & design and permitting
funds.

Blue Catfish Market Analysis
Blue catfish have emerged as both a significant ecological challenge and a growing
economic opportunity within Virginia’s Chesapeake Bay region. As commercial harvests
have expanded and public investment has increased, interest has grown in understanding
how the species can support commercial fishing, seafood processing, workforce
development, and broader economic growth while contributing to invasive species
management objectives. This report examines the structure and current state of Virginia’s
blue catfish industry, tracing the movement of fish from harvest and landing through
processing, distribution, and end markets, while evaluating the infrastructure, workforce,
market, and policy factors that shape future opportunities for growth and investment.

Blue Catfish Industry Landscape and Ecological Context
History of Blue Catfish in Virginia
Blue catfish were introduced to the James, York, and Rappahannock rivers in the 1970s and
1980s to enhance recreational fishing but have since expanded widely throughout the
Chesapeake Bay tributaries1. They are now considered an invasive species due to their high
abundance and potential to compete with and prey on native species. Commercial
landings in Virginia have grown sharply over the last decade, from around 1.7 million
pounds in 2014 to more than 3.5 million pounds in 2024, demonstrating both the scale of
harvest and the increasing role of commercial fishing in regional blue catfish
management.2
Timeline of Blue Catfish in Virginia
•
•
•

1970s and 1980s: Initial introduction of blue catfish in the Chesapeake Bay3
1990s: Rapid population growth and expansion into Chesapeake Bay tributaries
2012: State recognition of ecological impacts - Invasive Catfishes Work Group
(ICWG) created to synthesize research and address management issues in the
region concerning invasive Blue Catfish4

NOAA Fisheries. (2019, May 2). Bay invaders: The blue catfish fishery. National Oceanic and Atmospheric Administration.
https://www.fisheries.noaa.gov/feature-story/bay-invaders-blue-catfish-fishery
2
National Oceanic and Atmospheric Administration. (2024). NOAA Fisheries Office of Science and Technology commercial landings
query. https://www.fisheries.noaa.gov/foss
3
Fabrizio, M. C., Nepal, V., & Tuckey, T. D. (2021). Invasive blue catfish in the Chesapeake Bay region: A case study of competing
management objectives. North American Journal of Fisheries Management, 41(S1), 886–902. https://doi.org/10.1002/nafm.10552
4
Fabrizio, M. C., Nepal, V., & Tuckey, T. D. (2021). Invasive Blue Catfish in the Chesapeake Bay Region: A Case Study of Competing
Management Objectives. North American Journal of Fisheries Management, 41(S1). https://doi.org/10.1002/nafm.10552
1

•

•
•
•
•
•
•
•

2015: Attempts to increase market demand for blue catfish - Seafood Watch report
from the Monterey Bay Aquarium identified Blue Catfish from Chesapeake Bay as a
“best choice” seafood item5
2020 - Limited commercial electrofishing fishery established in James River6
2023 - Virginia’s Blue Catfish Processing, Flash Freezing, and Infrastructure Grant
Fund was established during General Assembly session7
2024 – Sea Farms Inc. awarded the first $250,000 grant through Virginia’s Blue
Catfish Processing, Flash Freezing, and Infrastructure Grant Program8
2024 – LD Armory Seafood awarded second $247,000 grant via Virginia’s Blue
Catfish Processing, Flash Freezing, and Infrastructure Grant Program9
2025 - General Assembly mandates a Blue Catfish Work Group10
2026 - USDA announces $2 million investment in seafood processing facilities in
Maryland and Virginia for wild-caught blue catfish11
2026 – Wanchese Fish Company Inc. awarded $248,000 through Virginia’s Blue
Catfish Processing, Flash Freezing, and Infrastructure Grant Program12

Ecological Context: Predation and Ecosystem Impacts
Management of blue catfish presents a unique challenge because the species occupies
multiple and sometimes competing roles within Virginia’s fisheries system. Unlike many
fisheries that are managed primarily to sustain or rebuild populations, blue catfish
management must balance ecological concerns associated with an invasive species,
recreational fishing interests, and growing efforts to support commercial harvest and
seafood market development.
In the Chesapeake Bay, blue catfish are ecologically significant because their abundance,
habitat range, and feeding behavior allow them to exert broad, system-wide influence on
5
Fabrizio, M. C., Nepal, V., & Tuckey, T. D. (2021). Invasive Blue Catfish in the Chesapeake Bay Region: A Case Study of Competing
Management Objectives. North American Journal of Fisheries Management, 41(S1). https://doi.org/10.1002/nafm.10552
6
Wheeler, T. (2024, October 16). Virginia’s Dual Approach To Invasive Blue Catfish. The Rappahannock Times -; The Rappahannock
Times. https://www.rapptimes.news/articles/featured-stories/virginias-dual-approach-to-invasive-blue-catfish/
7
Virginia Department of Agriculture and Consumer Services. (2024). Blue Catfish Infrastructure Grant Program. Vdacs.virginia.gov.
https://www.vdacs.virginia.gov/agriculture-afid-infrastructure-grants-blue-catfish.shtml
8
Bay Bulletin. (2024, February 9). VA Seafood Co. Awarded First $250K Grant to Process Blue Catfish | Chesapeake Bay Magazine.
Chesapeake Bay Magazine. https://www.chesapeakebaymagazine.com/va-seafood-co-awarded-first-250k-grant-to-process-bluecatfish
9
Bay Bulletin. (2024, November 5). VA’s Second Blue Catfish Grant Awarded to Hampton Seafood Company | Chesapeake Bay Magazine.
Chesapeake Bay Magazine. https://www.chesapeakebaymagazine.com/vas-second-blue-catfish-grant-awarded-to-hampton-seafoodcompany/
10
Joseph W. Guthrie, Commissioner of Agriculture and Consumer Services. (2025). Report of the Blue Catfish Work Group. Virginia
Department of Agriculture and Consumer Services.
11
USDA Announces $2 Million Investment in Seafood Processing Facilities for Wild-Caught Invasive Catfish. (2026). USDA Rural
Development. https://content.govdelivery.com/accounts/USDARD/bulletins/40eee01
12
Hines-Acosta, L. (2026, April 9). Grant will help Virginia company process 5 million pounds of blue catfish. Bay Journal.
https://www.bayjournal.com/news/fisheries/grant-will-help-virginia-company-process-5-million-pounds-of-bluecatfish/article_62d6eeec-85f0-4992-baa4-98bc53ac593f.html

food webs. Blue catfish are highly adaptable, generalist feeders that consume a wide
variety of prey13. Their diet includes benthic invertebrates, fish, and plant material, linking
them to multiple trophic levels and increasing the likelihood of both predation and
competition with native species. Their presence in both freshwater and brackish
environments enable them to overlap with numerous species across the Bay’s tributaries,
including ecologically vital and already vulnerable migratory fish species such as river
herring and American shad, as well as native species like white catfish.14 Because they can
reach large body sizes and occur at high densities, their cumulative feeding impact raises
concerns about their ability to alter community structure and energy flow.
Virginia's commercial blue catfish landings increased from approximately 100,000 pounds
in 2006 to more than 3.1 million pounds in 2021, yet the species remains widely considered
underexploited relative to overall population abundance.15 Concerns regarding the
ecological impacts of blue catfish remain substantial. Predation on other species is
identified as the most significant concern, followed by expansion into new areas,
competition with native species, and habitat-use effects.16 The ecological concerns
associated with blue catfish have created differing perspectives regarding how the species
should be managed. While many researchers, and commercial fishing interests support
increasing harvest as a means of reducing populations and limiting ecological impacts,
blue catfish also support a popular recreational fishery throughout Virginia’s tidal rivers.
Recreational anglers value the species for its abundance and ability to reach trophy sizes,
while commercial harvesters and seafood industry stakeholders increasingly view blue
catfish as an economic opportunity that can support watermen, processors, and seafood
markets while contributing to population control efforts. These differing perspectives have
shaped many of the policy and management discussions surrounding blue catfish and
have encouraged the exploration of strategies that can simultaneously address ecological
concerns while creating economic value from the resource.
Invasivorism Strategy
A key management strategy for blue catfish is the concept of "invasivorism," which
promotes human consumption of invasive species as a means of reducing population
abundance while creating economic value from the resource.17 Processor capacity,
consumer awareness, labor availability, input costs, and market pricing all influence how
13
Fabrizio, M. C., Nepal, V., & Tuckey, T. D. (2021). Invasive Blue Catfish in the Chesapeake Bay Region: A Case Study of Competing
Management Objectives. North American Journal of Fisheries Management, 41(S1). https://doi.org/10.1002/nafm.10552
14
Ibid.
15
White, S. B., Scheld, A. M., & Calhoun, W. R. (2025). Expanding participation in Virginia’s emerging commercial fishery for Blue Catfish.
North American Journal of Fisheries Management, 45(4). https://doi.org/10.1093/najfmt/vqaf046
16
Ibid.
17
Scheld, A. M., Calhoun, W. R., Gilsinan, C. B., & White, S. B. (2024). Market development for an invasive fish species: Blue catfish in the
Chesapeake Bay, US. Fisheries Research, 278, 107099–107099. https://doi.org/10.1016/j.fishres.2024.107099

effectively harvested fish can move through the supply chain and into commercial
markets.18
Maryland provides one of the strongest examples of an invasivorism-based management
strategy within the Chesapeake Bay watershed. Over the past decade, stakeholders have
pursued a coordinated effort to invest in market development, consumer education,
institutional purchasing, seafood processing, and policy initiatives designed to create
sustained demand for blue catfish products.
Recent efforts have focused on expanding blue catfish utilization through schools, food
banks, restaurants, and other institutional markets. Through the Bay2Tray program, blue
catfish products such as fish cakes, sandwiches, and tacos are now being incorporated
into school meal programs across multiple Maryland school districts, creating a new
institutional market while educating students about Chesapeake Bay restoration and local
seafood systems.19 Additionally, in 2025, the Maryland Department of Agriculture awarded
nearly $2 million to food banks to purchase blue catfish products from regional seafood
processors and watermen, directing locally sourced protein into food assistance
programs.20
Maryland has also experimented with innovative approaches to market development. Chef
competitions, seafood festivals, culinary demonstrations, and restaurant-focused
marketing campaigns have been used to introduce consumers to blue catfish products and
increase public awareness of the species. In 2025, chefs from across the state participated
in a blue catfish cookoff competition that challenged culinary professionals to develop
creative menu applications for the species while educating consumers about its role in
Chesapeake Bay restoration.21 Complementing these efforts, Maryland continues to
pursue legislative and funding initiatives aimed at strengthening the blue catfish value
chain. Recent federal legislation advanced by Chesapeake Bay lawmakers seeks to
support infrastructure, recognizing that population management objectives depend on the
ability of commercial harvesters, processors, distributors, and end users to move
significantly larger volumes of product through the marketplace.22 Collectively, Maryland's

Scheld, A. M., Calhoun, W. R., Gilsinan, C. B., & White, S. B. (2024). Market development for an invasive fish species: Blue catfish in the
Chesapeake Bay, US. Fisheries Research, 278, 107099–107099. https://doi.org/10.1016/j.fishres.2024.107099
19
Ross, B. (2026, March 30). Maryland schools partner with Bay2Tray to serve blue catfish in effort to help Chesapeake Bay. WBAL-TV.
https://www.wbaltv.com/article/schools-partner-bay2tray-serve-blue-catfish-help-chesapeake-bay/70858547
20
Maryland Department of Agriculture. (2025, November 5). Maryland Department of Agriculture awards funding to food banks for blue
catfish purchases. https://news.maryland.gov/mda/press-release/2025/11/05/maryland-department-of-agriculture-awards-funding-tofood-banks-for-blue-catfish-purchases/
21
Southern Maryland Chronicle. (2025, April 21). Chefs compete to tame invasive catfish at cookoff.
https://southernmarylandchronicle.com/2025/04/21/chefs-compete-to-tame-invasive-catfish-at-cookoff/
22
U.S. House of Representatives. House Passes Elfreth Bill to Tackle Invasive Blue Catfish in the Chesapeake Bay (2025).
18

experience illustrates successful implementation requires coordinated investments across
the entire value chain.
Electrofishing and Harvest Management
In addition to the broader strategy of invasivorism, Virginia has taken a distinctive approach
to managing blue catfish as the only jurisdiction in the Chesapeake Bay watershed that
permits electrofishing for blue catfish. Electrofishing is a highly efficient method for
harvesting large quantities of the species, yet the practice is tightly controlled.23 Only three
permits are issued across portions of the James, Rappahannock, and Pamunkey rivers, yet
these permit holders account for a disproportionate 11% of Virginia’s total blue catfish
harvest, which reached 3.2 million pounds in 2023 caught by 114 commercial harvesters.24
The practice of electrofishing is limited both seasonally (from late April through midOctober) and operationally, to just 4.5 days per week. Additionally, there are restrictions on
catch size to protect the trophy sportfishing industry: fish smaller than 25 inches may be
harvested freely, only a dozen fish larger than 25 inches are allowed, and none over 28
inches may be kept.
This successful performance method has led some stakeholders to advocate for expanded
electrofishing opportunities as a mechanism for increasing removals and improving the
economic viability of commercial harvest.

Regional Economic and Seafood Industry Context
Regional Demographic Overview
The Middle Peninsula and Northern Neck region consists of ten counties located along
Virginia’s western Chesapeake Bay shoreline, Essex, Gloucester, King and Queen, King
William, Mathews, Middlesex, Lancaster, Northumberland, Richmond, and Westmoreland.
Bordered by the Potomac River, Rappahannock River, York River, and Chesapeake Bay, the
region encompasses approximately 3,000 square miles and supports a population of
approximately 150,000 residents.25 Over the past 5 years, the region experienced
population growth of 4.7%, reflecting broader demographic trends observed across many
rural coastal communities. The region’s median age of 50 exceeds both state and national
averages, with nearly 28% of residents across the region aged 65 years and older,
substantially higher than both the Virginia (16.7%) and national (17.2%) shares.26 Median
Wheeler, T. (2024, October 16). Virginia’s Dual Approach To Invasive Blue Catfish. The Rappahannock Times -; The Rappahannock
Times. https://www.rapptimes.news/articles/featured-stories/virginias-dual-approach-to-invasive-blue-catfish/
24
Wheeler, T. (2024, October 16). Virginia’s Dual Approach To Invasive Blue Catfish. The Rappahannock Times -; The Rappahannock
Times. https://www.rapptimes.news/articles/featured-stories/virginias-dual-approach-to-invasive-blue-catfish/
25
Lightcast. (2025). Lightcast Developer, Q1 2025 release. Lightcast.
26
U.S. Census Bureau. (2024). American Community Survey 5-year estimates: Table DP05, ACS demographic and housing estimates.
https://data.census.gov
23

household incomes across the region range from approximately $56,500 to $86,100,
generally falling below Virginia’s statewide median and more closely aligning with or
modestly exceeding the national average in select counties.27 This variation suggests
differing levels of local purchasing power and economic capacity across the region.
The Middle Peninsula and Northern Neck region benefits from strategic access to major
Mid-Atlantic markets including Richmond, Hampton Roads, Washington, D.C., and
Baltimore. The combination of natural resources, working watermen, and proximity to
consumer markets continues to position the region and its industries an important
component of Virginia’s coastal economy.

Regional Economic Structure
The Middle Peninsula and Northern Neck economy is relatively small, rural, and
concentrated in a mix of public-sector employment, service industries, natural resourcebased activities, and specialized manufacturing sectors as seen in Table 1. Regional
employment totals 43,900 jobs, while labor force participation remains relatively low at
54.5%.28 Regional unemployment has largely recovered to pre-pandemic levels, declining
from 6.5% in 2021 to 4.5% in 2024, approaching the 2019 rate of 4.4%.29
Table 1: Top 10 Industries in Middle Peninsula and Northern Neck Region
Industry

2025
Jobs

2021-2025
% Change

Avg.
Earnings

2025
Employment
Concentration

2025 GRP

Number of
Businesses

Government
Retail Trade
Health Care
Accommodation & Food
Services
Construction
Other Services (except
Public Admin.
Manufacturing
Admin. & Support & Waste
Management &
Remediation Services
Agriculture, Forestry,
Fishing and Hunting
Professional, Scientific, &
Tech Services

9,061
5,752
5,198
3,882

8%
1%
5%
14%

$67,996
$41,969
$66,166
$28,136

1.42
1.42
0.86
1.05

$618,108,391
$278,022,449
$359,871,531
$123,269,433

327
476
855
296

3,254
3,235

6%
15%

$68,681
$34,742

1.27
1.46

$299,886,686
$156,295,919

536
413

2,819
1,887

-1%
9%

$86,474
$47,319

0.84
0.72

$247,001,466
$106,133,778

139
234

1,523

8%

$60,271

3.04

$120,796,280

124

1,501

-1%

$89,544

0.48

$170,836,272

352

U.S. Census Bureau. (2024). American Community Survey 5-year estimates: Table S1901, income in the past 12 months.
https://data.census.gov
28
Lightcast. (2025). Lightcast Developer, Q1 2025 release. Lightcast.
29
U.S. Census Bureau. (2024). American Community Survey 5-year estimates: Table S2301, employment status. https://data.census.gov
27

Manufacturing supports approximately 2,820 jobs in 2025 and generates nearly $247
million in gross regional product.30 Its subsectors include several highly specialized fields
closely linked to the region’s natural resource economy. For example, seafood product
preparation and packaging supports approximately 374 jobs and demonstrates an
employment concentration of nearly 47. Other specialized manufacturing sectors,
including paper mills, wood preservation, and ship and boat building, further illustrate the
region’s dependence on industries tied to maritime activity, natural resources, and valueadded processing.
Agriculture, forestry, fishing, and hunting account for approximately 1,525 jobs and exhibit
the strongest employment concentration (3.0) of the top industries in the region, indicating
regional specialization substantially above the national average.31 Fishing remains one of
the region’s most specialized subsector industries, supporting approximately 326 jobs and
exhibiting an exceptionally high employment concentration of 50.6, indicating that
employment in this industry is over fifty times more concentrated than the national
average.32 At the same time, the region’s seafood economy remains smaller-scale and less
vertically integrated than some other coastal Virginia seafood regions.33 Together, these
industries suggest existing workforce capabilities, supply-chain assets, and infrastructure
that may provide opportunities for growth among its existing seafood market and
transferable advantages for future Blue Catfish harvesting, processing, cold-chain
logistics, and value-added market opportunities.
Table 2 highlights the occupations most closely associated with the Agriculture, Forestry,
Fishing, and Hunting industry, many of which continue to demonstrate strong employment
concentrations within the region. For example, Fishing and Hunting Workers have a
location quotient of 35.63, indicating that employment in this occupation is more than 35
times as concentrated in the region as the national average.34 This specialization reflects
the continued importance of commercial seafood harvesting and other water-dependent
industries to the regional economy. The significance of the commercial fishing sector is
further illustrated by the number of commercial fishing licenses issued throughout the
region. In 2015, the Northern Neck supported 1,113 VMRC commercial fishing licenses
generating approximately $294,822 in license fees, while the Middle Peninsula supported
386 licenses generating approximately $331,537 in fees.35 Several agriculture and seafood
Lightcast. (2025). Lightcast Developer, Q1 2025 release. Lightcast.
Lightcast. (2025). Lightcast Developer, Q1 2025 release. Lightcast.
32
Ibid.
33
Gonçalves, F. H., van Senten, J., Schwarz, M. H., & Hegde, S. (2024). Assessing Economic Contributions of the Virginia Seafood
Industry: An Estimation Framework Utilizing Primary Data. Fishes, 9(6), 200. https://doi.org/10.3390/fishes9060200
34
Ibid.
35
Middle Peninsula Planning District Commission, Accomack-Northampton Planning District Commission, Northern Neck Planning
District Commission, Hampton Roads Planning District Commission, & Virginia Coastal Zone Management Program. (2016). Virginia
30
31

related occupations have also experienced notable employment growth in recent years.
Animal Caretakers increased by approximately 46%, Agricultural Workers by 49%, and
Farmworkers focused on farm, ranch, and aquaculture animals by 28%.
Wages vary across these occupations, with fishing occupations averaging approximately
$37,000 annually, on par with other occupations specific to the Agriculture, Forestry,
Fishing and Hunting. In contrast, many distribution, transportation, and seafood
production roles tended to report comparatively higher wage levels.
Table 2: Agriculture, Forestry, Fishing and Hunting Industry contains occupations that
illustrate the region's competitive advantage through high employment
concentrations
Description

2021
Jobs

2026
Jobs

2021 2026 %
Change

Avg.
Annual
Openings

2025
Hires

2025
Turnover
Rate

Median
Hourly
Earnings

2025
Employment
Concentration

Farmers, Ranchers, &
Other Ag. Managers
Animal Caretakers

341

398

17%

67

43

10%

$15.34

2.81

121

177

46%

40

85

45%

$13.61

1.68

Supervisors of Farming,
Fishing, & Forestry
Workers
Graders & Sorters, Ag.

49

55

13%

10

33

65%

$26.65

3.72

19

21

9%

4

13

67%

$17.54

1.81

Ag. Equipment Operators

44

47

6%

11

33

71%

$18.21

2.29

Farmworkers and
Laborers
Farmworkers, Farm,
Ranch & Aqua Animals
Agricultural Workers, All
Other
Fishing & Hunting
Workers
Forest & Conservation
Workers
Fallers

231

244

6%

46

190

78%

$13.66

1.65

83

106

28%

23

67

63%

$15.84

2.40

34

50

49%

12

34

64%

$17.59

2.33

307

259

-16%

45

35

33%

$17.63

35.63

28

33

20%

10

12

37%

$15.15

6.39

25

13

-47%

3

<10

-

$21.76

9.45

Logging Equipment
Operators
Tractor-Trailer Truck
Drivers
Laborers & Freight, Stock,
& Material Movers, Hand
Packers and Packagers,
Hand

65

71

10%

15

24

41%

$20.26

8.74

666

750

12%

104

378

55%

$24.03

1.24

529

647

22%

110

413

66%

$18.26

0.84

117

136

17%

30

163

120%

$16.46

0.89

Despite recognized growth across several occupations, data indicates ongoing workforce
challenges such as elevated turnover rates, seen in Packers and Packagers, Hand (120%),
Farmworkers and Laborers (78%), and Agricultural Equipment Operators (71%). These
working waterfront master plan. Virginia Coastal Zone Management Program.
https://www.mppdc.com/articles/reports/FINAL_MPPDC_WWF_PLAN-RED.pdf

higher turnover levels may reflect broader workforce conditions commonly associated with
natural resource-based industries, including seasonal employment patterns, physically
demanding work environments, variable schedules, and low pay. Collectively, these trends
suggest that while the region maintains strong specialization in seafood, aquaculture, and
maritime industries, long-term industry sustainability may depend on workforce
development, labor retention, infrastructure investment, and strategies that support
continued industry modernization and growth.
Regional Comparison
The Eastern Shore, Middle Peninsula, and Northern Neck all share strong ties to Virginia’s
broader seafood economy and face many similar operational challenges related to seafood
processing, workforce availability, cold-chain logistics, and market access. Across these
regions, seafood industries depend heavily on harvesting, storing, processing, and
distribution infrastructure to move highly perishable products into wholesale, restaurant,
retail, institutional, and export markets.
However, the underlying industry structures differ substantially. The Eastern Shore seafood
economy is heavily specialized around shellfish aquaculture, poultry production, and
large-scale agricultural systems.36 Its seafood sector is more vertically integrated and
export-oriented, particularly for oysters and clams, with significant hatchery, grow-out, and
processing infrastructure already established. In contrast, the Middle Peninsula and
Northern Neck seafood economy remains more closely tied to wild harvest fisheries,
independent watermen, and working waterfront activities.37
Compared to larger seafood processing regions outside Virginia, such as Gulf Coast catfish
industries or major seafood processing hubs in Louisiana, Mississippi, Alaska, and New
England, Virginia’s blue catfish industry remains relatively fragmented and infrastructureconstrained. However, this also creates opportunities for innovation and strategic growth.

Workforce Development Opportunities
Workforce development remains an important consideration for the long-term growth of
the seafood industry. Expanding harvesting, processing, value-added manufacturing, cold
storage, distribution, and related maritime activities will require a skilled workforce with
industry-specific knowledge and hands-on experience. At the same time, many
stakeholders identified workforce availability, succession planning, and the aging

Lightcast. (2025). Lightcast Developer, Q1 2025 release. Lightcast.
Gonçalves, F. H., van Senten, J., Schwarz, M. H., & Hegde, S. (2024). Assessing Economic Contributions of the Virginia Seafood
Industry: An Estimation Framework Utilizing Primary Data. Fishes, 9(6), 200. https://doi.org/10.3390/fishes9060200

36
37

commercial fishing workforce as challenges that could affect the long-term sustainability
of the industry.
Virginia already operates a commercial fishing apprenticeship program through the Virginia
Marine Resources Commission that provides training and workforce development
opportunities within the seafood industry. The program combines practical experience with
industry knowledge, helping participants develop skills related to commercial fishing
operations, seafood harvesting, and maritime occupations. Expanding awareness,
participation, and funding for existing apprenticeship programs may help strengthen
workforce pipelines while supporting the transfer of knowledge from experienced
watermen to future generations of workers.
Stakeholders also identified opportunities to expand workforce recruitment through nontraditional labor pools, particularly military veterans and first responders.
Veteran Workforce Transition Model
One promising workforce development concept currently being developed centers on
connecting military veterans and first responders with careers in the seafood and maritime
industries using skills they may already possess. The initiative is being developed through
partnerships among nonprofit organizations, workforce development entities, military
transition programs, and educational institutions. Workforce opportunities tied to outdoor,
hands-on, and purpose-driven work environments may provide meaningful career
pathways with a sense of purpose while also helping address challenges related to social
isolation, depression, anxiety, and loss of identity that some veterans experience after
leaving military service.
The proposed model would leverage existing military transition programs such as
SkillBridge, which allows service members to participate in civilian workforce training and
work-based learning opportunities prior to leaving active duty. Participants could be
introduced to maritime and seafood career opportunities, receive hands-on training, and
transition directly into employment upon completion of military service.
Regional partners have expressed interest in supporting the initiative. Rappahannock
Community College was identified as a potential training partner capable of developing
customized workforce training programs to meet industry needs, while military education
benefits and workforce funding programs may provide financial support for participant
training. Stakeholders also noted interest from GO Virginia Region 6 in supporting future
workforce development efforts. If successfully implemented, the model could provide an
additional labor pipeline for seafood harvesting, processing, marine trades, and waterfront

industries while simultaneously supporting veteran workforce transitions and long-term
industry workforce needs.

Virginia Commercial Fisheries & Seafood Economy
While the Middle Peninsula and Northern Neck region represent only one component of
Virginia’s coastal economy, broader statewide seafood production trends help
contextualize the scale of existing seafood markets, processing activity, and future market
opportunities.
Commercial fishing in Virginia is inherently variable due to fluctuating markets,
environmental conditions, regulations, and seasonal species availability. As a result, many
watermen diversify across fisheries and marine-related businesses to stabilize income and
improve resilience.38 Virginia’s coastal economy has long been shaped by commercial
fisheries, aquaculture, seafood processing, and related maritime industries. Virginia’s
commercial seafood industry harvested hundreds of millions of pounds of seafood
products in 2024 across a diverse mix of fisheries and aquaculture-related sectors.39
Menhaden represented the largest commercial fishery by volume, with more than 315
million pounds landed statewide in 2024, generating approximately $75.5 million in
dockside value. Blue crab remained one of Virginia’s most valuable seafood species,
totaling approximately 14.6 million pounds and more than $32.6 million in value during the
same year.
Shellfish industries also remained major contributors to Virginia’s seafood economy.
Eastern oysters generated approximately $45.5 million in dockside value in 2024 from more
than 4 million pounds landed, while northern quahog clams generated approximately $32.4
million from nearly 3.5 million pounds landed statewide.40 Other commercially important
fisheries included sea scallops, summer flounder, striped bass, bluefish, Atlantic croaker,
red drum, cobia, and blue catfish, reflecting the diversity of Virginia’s commercial seafood
industry and broader working waterfront economy.
Among these fisheries, blue catfish has emerged as an increasingly important commercial
species within the Chesapeake Bay region due to environmental management efforts
targeting the invasive species and growing interest in developing commercial markets.41
However, research suggests the industry remains in an emerging stage, with market growth
38
White, S. B., & Scheld, A. M. (2024). Assessing diversification behavior of small-scale commercial fishers. ICES Journal of Marine
Science, 81(3), 480–490. https://doi.org/10.1093/icesjms/fsae010.
39
National Oceanic and Atmospheric Administration Fisheries. (2025). Commercial fisheries landings data. Retrieved from
https://www.fisheries.noaa.gov/foss/f?p=215:200:0
40
Ibid.
41
White, S. B., & Scheld, A. M. (2024). Assessing diversification behavior of small-scale commercial fishers. ICES Journal of Marine
Science, 81(3), 480–490. https://doi.org/10.1093/icesjms/fsae010.

constrained by processing capacity, consumer awareness, and product familiarity despite
indications of broader market potential.42 Interviews with industry and economic
development stakeholders consistently identified ex-vessel pricing as one of the most
important factors influencing participation in the blue catfish fishery. Current dockside
prices were reported to average approximately $0.40 per pound, while stakeholders
suggested prices closer to $1.00 per pound would be needed to make targeted blue catfish
harvesting economically viable for many watermen.43 Economic modeling further
demonstrates the importance of pricing incentives, estimating that a $0.25 increase in exvessel price could generate approximately 4.2 million additional pounds of annual
removals.44 These findings suggest that market incentives may play a significant role in
expanding harvest capacity and achieving broader population management goals. In
comparison, established fisheries such as blue crab and oysters currently provide stronger
and more consistent market returns. Existing literature similarly notes that participation
and diversification decisions among Virginia watermen are closely tied to market prices,
profitability, and expected economic returns.45

Seafood Supply Chain
Seafood products move through a complex supply chain that begins with harvesting and
landing activities and extends through seafood buyers, processors, distributors, and
ultimately end markets such as retailers, restaurants, institutions, and export channels.
The diagram highlights how public waterfront infrastructure supports multiple stages of the
seafood economy and emphasizes improvements to public water access points may
increase efficiency throughout the broader seafood supply chain, particularly for seafood
offloading, transportation, and processor access.46

Virginia Marine Resources Commission. (2025). Commercial harvest reporting and harvest query data. Retrieved from
https://webapps.mrc.virginia.gov/harvest
43
Confidential stakeholder interview, waterman, conducted by Virginia Tech Center for Economic and Community Engagement, March
12, 2026.
44
White, S. B., Scheld, A. M., & Calhoun, W. R. (2025). Expanding participation in Virginia’s emerging commercial fishery for Blue Catfish.
North American Journal of Fisheries Management, 45(4). https://doi.org/10.1093/najfmt/vqaf046
45
Ibid.
46
Middle Peninsula Planning District Commission. (2025). Designing multimodal working waterfronts to meet the 21st century needs of
rural coastal seafood and marine industries: Working waterfronts needs assessment. Middle Peninsula Planning District Commission
42

Figure 1: How the Regional Seafood Supply Chain Works

Working Waterfront Systems
Working waterfronts are the physical access points that allow seafood and maritime
industries to function. They include areas and structures on or adjacent to navigable
waters that support commercial fishing, aquaculture, seafood processing, seafood sales,
transportation, boat repair, and related maritime activity.47
The Middle Peninsula and Northern Neck remain two of Virginia’s most water-dependent
coastal regions, with commercial fishing, aquaculture, seafood handling, and maritime
industries closely tied to access along the Chesapeake Bay and its tributaries. The
Northern Neck contains approximately 123 inventoried working waterfronts across
Lancaster, Northumberland, Richmond, and Westmoreland counties, while the Middle
Peninsula contains approximately 81 inventoried working waterfronts and roughly 1,200
miles of shoreline.48 Statewide inventories estimate approximately 600 active working
waterfronts remain across Virginia’s four coastal Planning District Commissions, although
Middle Peninsula Planning District Commission, Accomack-Northampton Planning District Commission, Northern Neck Planning
District Commission, Hampton Roads Planning District Commission, & Virginia Coastal Zone Management Program. (2016). Virginia
working waterfront master plan. Virginia Coastal Zone Management Program.
https://www.mppdc.com/articles/reports/FINAL_MPPDC_WWF_PLAN-RED.pdf
48
Ibid.
47

this represents only a fraction of the waterfronts historically active throughout the
Commonwealth.49
Over time, many traditional seafood landings, wharves, and commercial waterfront
properties have been lost due to waterfront redevelopment, changing seafood markets,
aging infrastructure, industry consolidation, and shifts toward residential and recreational
waterfront uses. Once waterfront properties transition away from maritime use, they rarely
return to commercial seafood activity.50 The continued decline and changing function of
waterfront infrastructure is further illustrated by recent evaluations of publicly accessible
waterfront sites within the Middle Peninsula. Among 65 evaluated waterfront properties,
only approximately 8.1% functioned primarily as commercial or commercial-recreational
waterfronts, while nearly 60% functioned primarily as recreational sites.51 Another 17.7% of
sites were categorized as not currently in use. Collectively, these findings suggest that
although the region maintains a sizable inventory of waterfront access points, relatively few
publicly accessible sites are currently configured to support commercial seafood activity.
In addition, geographic gaps in the public waterfront network continue to limit access to
productive fishing grounds and create operational inefficiencies for water-dependent
industries. For example, long stretches of the York River, portions of the Upper
Rappahannock, and areas surrounding Mobjack Bay increase travel times which make
limiting harvesting efficiency, and reducing opportunities for seafood landings and income
generation.52 Key needs identified across the region included long-term site maintenance,
utilities, parking improvements, defined and consistent zoning, and infrastructure
improvements designed to better meet the operational needs of watermen. As a result,
thirteen commercial landing sites were identified as priority locations for future
infrastructure improvements and investment.
Recent planning and infrastructure initiatives led by the Middle Peninsula Planning District
Commission (MPPDC) have increasingly framed working waterfront investment as both
seafood infrastructure and transportation infrastructure. One initiative, the Middle
Peninsula Working Waterfronts Needs Assessment, was funded through a Fiscal Year 2021
RAISE planning grant and focused on evaluating publicly accessible waterfront properties
throughout the Middle Peninsula region. The assessment examined operational gaps
affecting commercial seafood and maritime industries, including public access limitations,
49
Middle Peninsula Planning District Commission, Accomack-Northampton Planning District Commission, Northern Neck Planning
District Commission, Hampton Roads Planning District Commission, & Virginia Coastal Zone Management Program. (2016). Virginia
working waterfront master plan. Virginia Coastal Zone Management Program.
https://www.mppdc.com/articles/reports/FINAL_MPPDC_WWF_PLAN-RED.pdf
50
White, S. B., Scheld, A. M., & Calhoun, W. R. (2025). Expanding participation in Virginia’s emerging commercial fishery for Blue Catfish.
North American Journal of Fisheries Management, 45(4). https://doi.org/10.1093/najfmt/vqaf046
51
Middle Peninsula Planning District Commission. (2025). Designing multimodal working waterfronts to meet the 21st century needs of
rural coastal seafood and marine industries: Working waterfronts needs assessment. Middle Peninsula Planning District Commission
52
Ibid.

waterfront network connectivity, infrastructure deficiencies, and the operational needs of
watermen, seafood buyers, processors, and localities.53
A separate but related initiative, Designing Multimodal Working Waterfronts, was also led
by the Middle Peninsula Planning District Commission and focused more specifically on
planning, engineering, and design work for public wharves, landings, and harbor
infrastructure throughout the region. The project included condition assessments of
approximately 60 public waterfront facilities and identified infrastructure improvements
intended to strengthen seafood industry resiliency, improve public access, support
commercial harvesting activity, and create more efficient maritime transportation systems.
The initiative emphasized the role of waterfront infrastructure in supporting commercial
seafood industries, economic development, transportation connectivity, and long-term
waterfront resiliency across the Middle Peninsula.
Middlesex County is currently pursuing infrastructure improvements, such as an EDA
project focused on improved site access, deep-water ramp planning, and ramp and facility
documentation through grant portals.

Blue Catfish Harvesting and Landings Trends
Commercial blue catfish harvesting occurs primarily within Virginia’s tidal tributaries of the
Chesapeake Bay, including the James, York, Rappahannock, and Potomac River systems.54
These waterways contain a complex network of private shellfish leases, Baylor Grounds,
sanctuary areas, condemnation zones, public access sites, and commercial fishing
grounds that influence where harvesting activity occurs and how seafood products move
through the supply chain.
Blue catfish has become an increasingly important component of Virginia’s commercial
seafood industry over the past decade. Commercial blue catfish landings increased from
approximately 1.7 million pounds in 2014 to more than 3.5 million pounds in 2024,
representing more than a 100% increase in commercial harvest volume over the ten-year
period. Despite this growth, stakeholders consistently note that current harvest levels
remain below the level needed to significantly reduce blue catfish populations in many
river systems. A goal of 30 million pounds per year would be needed to maintain and
potential begin to manage the blue catfish population.55

Middle Peninsula Planning District Commission. (2025). Designing multimodal working waterfronts to meet the 21st century needs of
rural coastal seafood and marine industries: Working waterfronts needs assessment. Middle Peninsula Planning District Commission
54
University of Maryland Extension. (2021). Chesapeake Bay blue catfish: Invasive, delicious, and nutritious (FS-1142). University of
Maryland Extension. https://extension.umd.edu/resource/chesapeake-bay-blue-catfish-invasive-delicious-and-nutritiousfs-1142/
55
Outdoor Life. (2024, October 28). Maryland's invasive blue catfish problem: Can commercial fishing save the Chesapeake Bay?
Outdoor Life. https://www.outdoorlife.com/fishing/maryland-invasive-blue-catfish-problem/
53

Table 3: Virginia Blue Catfish Commercial Landings, 2014-2023
Year

Pounds

Metric Tons

Dollars

Collection

2014

1,721,856

781

589,896

Commercial

2015

2,757,464

1,251

917,971

Commercial

2016

2,714,607

1,231

871,130

Commercial

2017

3,455,417

1,567

1,237,038

Commercial

2018

2,965,570

1,345

1,092,560

Commercial

2019

3,020,489

1,370

1,498,777

Commercial

2020

2,475,379

1,123

1,203,998

Commercial

2021

3,110,369

1,411

1,816,620

Commercial

2022

3,579,156

1,623

2,115,434

Commercial

2023

3,987,460

1,809

1,999,275

Commercial

In this case, harvesting has potential to exceed market consumption, reinforcing the need
for coordinated efforts across marketing, education, and distribution.

Seafood Processing Systems
Blue catfish processing involves a series of labor-intensive activities including receiving,
grading, filleting, trimming, packaging, freezing, storage, and distribution. Virginia's blue
catfish processing network currently consists of a relatively small number of processors
that vary considerably in scale and specialization, including L.D. Amory & Co. Inc, who
operates a refrigerated loading dock with eight docking bays and provides cross-docking
services in Hampton and Sea Farms Inc. who operates a seafood processing plant,
aquaculture farm, and shellfish facility in Hudgins.5657 In addition, Wanchese Fish Company
operates a BRCGS-certified processing facility in Suffolk that handles fresh and frozen blue
catfish alongside a variety of finfish, shellfish, and crab products, Graham & Rollins
operates a seafood processing facility in Hampton primarily focused on crab products and
Skrimp Shack.585960
Processing capacity remains one of the most significant constraints to expanding Virginia's
blue catfish industry. While commercial harvests have increased substantially over the
past decade, processing infrastructure has not expanded at a pace sufficient to support
the state's long-term harvest ambitions. One explanation may be that processors must
comply with federal seafood Hazard Analysis and Critical Control Point (HACCP)

Amory Seafood. (2023). Amory Transportation. Amory Seafood. https://www.amoryseafood.com/transportation
Sea Farms. (2024). About Sea Farms. Sea Farms Inc. https://seafarmsva.com/about/
58
Wanchese Fish Company. (2026). Harvesting and Processing - Wanchese Fish Company. Wanchese Fish Company.
https://www.wanchese.com/about/seafood-harvesting-operations/
59
Graham & Rollins. (2026). Our Story - Graham & Rollins. Graham & Rollins, Inc. https://www.grahamandrollins.com/pages/our-story
56
57

60

https://www.skrimpshack.com/about

requirements administered by the U.S. Food and Drug Administration (FDA), as well as food
safety, sanitation, labeling, and traceability regulations applicable to seafood products.61
Compliance requires investments in facility design, processing equipment, cold storage
infrastructure, water and wastewater systems, sanitation programs, quality assurance
systems, and workforce training.62 For blue catfish processors, additional investments may
be needed for filleting equipment, flash freezing systems, refrigerated storage, vacuum
packaging equipment, ice production, and refrigerated transportation. These requirements
create significant barriers to expansion, particularly for smaller processors seeking to
increase throughput or enter new markets.
Processing constraints are further compounded by market limitations, which are explored
in depth in Market Demand and Consumer Analysis section. In short, processors have
expressed interest in purchasing larger volumes of product, but uncertainty surrounding
long-term consumer demand can make major investments in facilities, equipment, and
workforce difficult to justify. This creates a dynamic where harvest potential exceeds
current market consumption, reinforcing the need for coordinated efforts across
marketing, education, distribution, and product development.
Processing yields represent an additional consideration when evaluating harvest expansion
goals. Research on catfish processing indicates that fillet yields generally range from
approximately 30% to 45% of whole fish weight depending on species, fish size, processing
methods, and trimming specifications.63 As a result, increasing harvest volumes does not
translate directly into equivalent volumes of marketable product. For example, a harvest
target of 30 million pounds of blue catfish would likely yield approximately 9 to 13.5 million
pounds of fillet product before accounting for additional trimming losses, quality grading,
and further processing requirements. Consequently, processor efficiency, by-product
utilization, freezing capacity, and value-added product development become increasingly
important as harvest volumes grow.
Stakeholders noted that while market demand exists, purchasing volumes have remained
relatively concentrated among a small number of processors and wholesale buyers.
Several interviewees suggested that limited competition among buyers may constrain

U.S. Food and Drug Administration. (2022). Fish and fishery products hazards and controls guidance (4th ed.). U.S. Department of
Health and Human Services. https://www.fda.gov/food/seafood-guidance-documents-regulatory-information/fish-and-fisheryproducts-hazards-and-controls
62
National Seafood HACCP Alliance. (2020). Seafood HACCP training curriculum (6th ed.). Association of Food and Drug Officials.
https://seafoodhaccp.cornell.edu/the-seafood-haccp-alliance-internet-training-program/
63
Argue, B. J., Liu, Z., Dunham, R. A., & Murphy, B. R. (2003). Dress-out and fillet yields of channel catfish (Ictalurus punctatus), blue
catfish (Ictalurus furcatus), and their F1, F2, and backcross hybrids. Aquaculture, 228(1–4), 81–90. https://doi.org/10.1016/S00448486(03)00245-X
61

purchasing activity and influence market pricing, ultimately affecting incentives for
commercial harvesters.
As a result, stakeholders identified recruitment of additional processors as a key
opportunity for industry growth. Particular attention was given to attracting established
processors from neighboring states, especially Maryland, where an estimated five to six
processors currently participate in the blue catfish industry, noting that the Middle
Peninsula's proximity to productive fishing grounds may make the region an attractive
location for additional processing investment. This additional landing region may be
attractive, as one Maryland processor reportedly relinquished a military procurement
contract requiring approximately 3 million pounds of product annually because sufficient
harvest volumes could not be secured.
Expanding the number of processors, buyers, and distribution channels could increase
competition within the marketplace, create additional purchasing opportunities for
watermen, and support higher harvest volumes needed to achieve broader management
and market development goals.
Another avenue to address these constraints is Virginia has begun to invest in processing
infrastructure expansion. Established in the 2023 Virginia General Assembly session, the
Blue Catfish Processing, Flash Freezing, and Infrastructure Grant Fund is a Virginia grant
program created to help reduce populations of invasive blue catfish. It accomplishes that
goal by expanding the state’s commercial capacity to process, package, freeze, and
distribute the fish as a marketable product64. The program provides competitive
reimbursable grants of up to $250,000 to political subdivisions for infrastructure projects
such as processing facilities, freezing equipment, and packaging operations. Priority is
given to grant applicants that support small-scale watermen, locally owned seafood
businesses, and broader environmental sustainability goals in the Chesapeake Bay region.
In the first round of funding under Virginia’s Blue Catfish Processing, Flash Freezing, and
Infrastructure Grant Program, Governor Glenn Youngkin awarded a $250,000 grant to Sea
Farms, a family-owned seafood processor operating in Gloucester and Mathews
counties.65 This investment enabled Sea Farms to purchase equipment, including a blast
freezer, to expand the company’s capacity to buy, process, and sell invasive blue catfish
while strengthening Virginia’s limited processing infrastructure. Prior to the grant, the state
had only two blue catfish processing facilities. By increasing processing capacity, the
Virginia Department of Agriculture and Consumer Services. (2024). Blue Catfish Infrastructure Grant Program. Vdacs.virginia.gov.
https://www.vdacs.virginia.gov/agriculture-afid-infrastructure-grants-blue-catfish.shtml
65
Bay Bulletin. (2024, February 9). VA Seafood Co. Awarded First $250K Grant to Process Blue Catfish | Chesapeake Bay Magazine.
Chesapeake Bay Magazine. https://www.chesapeakebaymagazine.com/va-seafood-co-awarded-first-250k-grant-to-process-bluecatfish/
64

funding also boosts market demand for harvested fish, provides local watermen with more
reliable buyers, and supports the broader environmental goal of reducing invasive blue
catfish populations in Chesapeake Bay tributaries.
Most recently, the House of Representatives passed a bipartisan bill in March of 2026
called the Mitigation Action and Watermen Support or the MAWS Act for short.66 It is a bill
designed to address the growing ecological threat of invasive blue catfish in the
Chesapeake Bay by creating a new commercial market for harvested fish in the pet and
animal food industry. The bill would establish a pilot program through the NOAA
Chesapeake Bay Office to provide grants and build the transportation, processing, and
manufacturing infrastructure needed to incentivize watermen to catch blue catfish while
collecting data on the program’s ecological and economic impacts.
Despite these investments, scaling the industry remains challenging. Processor interviews
consistently identify labor availability, workforce training, operating costs, transportation
logistics, and consumer demand as critical factors affecting expansion. Increased harvest
volumes require corresponding growth in processing throughput, cold storage capacity,
distribution networks, and end-market demand. Consequently, many stakeholders view
processing capacity as one of the most important leverage points for expanding blue
catfish utilization and achieving long-term harvest management goals.

Buyers, Dealers, and Aggregation
Following harvest and landing, seafood products typically enter the market through
seafood buyers, processors, or direct-to-consumer sales channels. Buyers serve as the
primary connection between commercial harvesters and downstream markets, purchasing
seafood products at the dock and coordinating their movement to processors,
wholesalers, retailers, restaurants, and other end users. For many commercial watermen,
access to reliable buyers is a critical component of business viability, as harvesting
opportunities ultimately depend on the ability to sell product efficiently and consistently.
The Virginia Seafood Retail Buyers Directory identifies more than 100 seafood buyers
across the Commonwealth, including numerous businesses located within the Middle
Peninsula and Northern Neck as well as major seafood distribution hubs in Hampton
Roads and Richmond.67 This existing network provides established market channels for
locally harvested seafood products and may represent an important foundation for future
blue catfish market expansion.
Bill to Launch New Market for Chesapeake Blue Catfish Passes House. (2026, March 18). Chesapeake Bay Foundation.
https://www.cbf.org/news/bill-to-launch-new-market-for-chesapeake-blue-catfish-passes-house/
67
Virginia Marine Products Board. (2026). Virginia seafood retail buyers directory. Virginia Seafood.
https://www.virginiaseafood.org/contact-list/virginia-seafood-retail-buyers/
66

Table 4: Selected Seafood Buyers and Retail Markets within Virginia's Mid-Atlantic
Seafood Network
Locality
Deltaville
Deltaville
Gloucester
Gloucester
Gloucester
Heathsville
Heathsville
Irvington
Kilmarnock
Kilmarnock
Lancaster
Montross
Reedville
Saluda
Topping
Urbanna
Urbanna
Warsaw
Warsaw
White Stone
White Stone
White Stone
Wicomico

Business
Deltaville Oyster Company
J&W Seafood of Virginia, Inc.
Crabs Express, Inc.
Fish-R-Us Seafood Co.
Mobjack Bay Seafood
Little Wicomico Oyster Company, LLC
Sapidus Farms Inc.
Kellum Farms Produce & Seafood
Dameron Seafood
Jim Dan Dee Seafood
Rogue Oysters
Faunce Seafood
Little River Seafood, Inc.
Keepers
Rappahannock Oyster Company
Urbanna Seafood Co., Inc.
Urbanna Seafood Market & Raw Bar
Capt. Faunce Seafood
Crabs Direct
Camp Little Bay Oysters
Miss Mary Seafood
R.W. Hall Seafood
Chessie Seafood

Aggregation is a particularly important function within the seafood industry because
individual harvesters often land volumes that are insufficient to support larger commercial
markets on their own. Buyers help consolidate seafood products from multiple vessels and
landing locations, creating the volume and consistency necessary to support processing
operations and larger purchasing contracts. This role becomes increasingly important as
stakeholders seek to increase blue catfish harvest volumes and expand participation in
institutional, wholesale, and export markets.
In addition to traditional buyer networks, some watermen participate in direct-toconsumer sales through seafood markets, dockside sales, restaurants, and online ordering
platforms. These arrangements may allow harvesters to capture a larger share of the
product's value while strengthening connections between consumers and locally
harvested seafood products. However, direct marketing often requires additional
investments in marketing, product handling, regulatory compliance, and customer
outreach.

Cold Chain, Transportation, and Distribution
Cold-chain infrastructure represents a critical component of the blue catfish supply chain
because harvesting, processing, and end-market demand do not always occur at the same
time or location. Freezing, cold storage, and refrigerated transportation allow seafood
products to be stored, aggregated, and distributed to retail, food service, institutional, and
export markets throughout the year.
Virginia's cold-chain infrastructure is concentrated within major seafood-producing regions
such as Hampton Roads, the Eastern Shore, and portions of the Northern Neck and Middle
Peninsula. Facilities including Wanchese Fish Company and Sea Farms provide examples
of privately owned processing, freezing, and storage capacity that support seafood
distribution throughout the Commonwealth. The Eastern Shore Hub represents a
somewhat different model, offering significant freezing, storage, and processing
infrastructure that may support multiple users and seafood-related businesses.
Despite the presence of these assets, stakeholders noted that much of Virginia's freezing
and cold-storage capacity remains integrated within private processing operations and is
not readily accessible to independent harvesters, small processors, or emerging seafood
businesses. Limited access to shared-use infrastructure can constrain product
aggregation, inventory management, and participation in larger institutional, wholesale,
and export markets that require consistent product availability. Similar challenges have
been identified in other Virginia seafood-producing regions, where freezing, cold storage,
processing, packaging, and distribution infrastructure continue to be viewed as important
components of future seafood industry growth. As a result, expanding shared-use cold
storage, freezing capacity, and distribution services was identified as a potential
opportunity to improve supply-chain efficiency, increase market access, and support
future growth in blue catfish and other seafood industries.

Market Demand and Consumer Analysis
Consumer Demand and Market Positioning
Consumer demand represents one of the most important factors influencing the long-term
viability of the blue catfish industry. Unlike many traditional seafood products with
established consumer recognition, blue catfish remains relatively unfamiliar to many
consumers despite growing availability in restaurants, seafood markets, and institutional

channels. As a result, demand is influenced not only by product availability, but also by
consumer awareness, perceptions, and familiarity with the species.68
One study revealed potential consumers are aware that wild blue catfish are safe to eat
and recognize the environmental benefits associated with consuming an invasive species.
Approximately one-third of respondents perceived wild-caught blue catfish as healthier
and potentially better tasting than farm-raised alternatives.69 More importantly, providing
information about local origin, harvesting methods, and ecological benefits significantly
increased consumers’ likelihood of purchasing the product with their willingness-to-pay
reaching approximately $22.01 per pound.70
Blue catfish occupies a unique position within the seafood marketplace because it can be
marketed through multiple value propositions simultaneously. Unlike many seafood
products that compete primarily on price, availability, or taste, blue catfish can be
positioned as a Chesapeake Bay product, a wild-caught domestic seafood option, and a
species whose harvest contributes to invasive species management efforts. This
positioning is further supported by the Monterey Bay Aquarium Seafood Watch program,
which identified Chesapeake Bay blue catfish as a "Best Choice" seafood product in 2015.²
These characteristics create opportunities to differentiate blue catfish from competing
seafood products and potentially capture higher-value market segments. As a result, future
market growth may depend not only on increasing harvest volumes and processing
capacity, but also on investments in consumer education, branding, and marketing
strategies that communicate these attributes effectively.
Despite these opportunities, several consumer perceptions continue to present barriers to
market expansion. Stakeholders noted that many consumers often associate the species
with broader misconceptions about catfish, including the belief that they are exclusively
bottom feeders or possess undesirable taste characteristics. Public health advisories have
also contributed to consumer confusion. Because blue catfish are long-lived predators,
larger fish harvested from certain Chesapeake Bay tributaries may accumulate
contaminants such as PCBs and mercury over time, leading state agencies to issue
consumption advisories for specific waterbodies and fish sizes.71 While these advisories
are intended to guide recreational anglers and consumers regarding the frequency and
quantity of fish consumption, stakeholders noted that many consumers interpret them as

Scheld, A. M., Calhoun, W. R., Gilsinan, C. B., & White, S. B. (2024). Market development for an invasive fish species: Blue catfish in the
Chesapeake Bay, US. Fisheries Research, 278, 107099–107099. https://doi.org/10.1016/j.fishres.2024.107099
69
Ibid.
70
White et al.; consumer perception and willingness-to-pay research.
71
Chesapeake Bay Program. (2023, July 28). Fishing for blue catfish is good for the Bay, but be careful when eating them.
https://www.chesapeakebay.net/news/blog/fishing-for-blue-catfish-is-good-for-the-bay-but-be-careful-when-eating-them
68

applying broadly to all blue catfish products. This distinction is important because
commercially marketed blue catfish are generally harvested, processed, and distributed in
accordance with established food safety standards and regulatory requirements.72
Stakeholders also identified regulatory complexity as a market challenge. Unlike most
seafood products regulated by the U.S. Food and Drug Administration (FDA), catfish
products are currently subject to inspection requirements administered by the U.S.
Department of Agriculture (USDA).73 Industry representatives have argued that maintaining
a separate catfish inspection program increases compliance costs and administrative
burdens for processors without providing additional food safety benefits beyond existing
seafood inspection systems. Recent federal legislative proposals have sought to return
catfish inspection oversight to the FDA, reflecting ongoing debate regarding the most
efficient regulatory framework for the industry.
Collectively, these misconceptions, advisories, and regulatory complexities highlight the
importance of consumer education, product sampling, branding, and marketing initiatives
that clearly communicate product quality, safety, sustainability, and local origin.

Value-Added and Market Expansion Opportunities
Value-added product development represents one of the most significant opportunities for
expanding blue catfish utilization and increasing market demand. Existing blue catfish
products in Mid-Atlantic markets include fresh and frozen fillets, whole fish, steaks,
nuggets, fishcakes, patties, and other prepared seafood products. Beyond food products,
processing byproducts may be used for animal feed, fish oil, fish silage, fertilizer, pet food,
and leather alternatives for craft and clothing applications.74
Expanding uses for both primary products and byproducts can improve processor
profitability, reduce waste, and create additional revenue opportunities. Value-added
products also provide greater flexibility than fresh fillet sales alone because they can be
frozen, packaged, stored, and distributed into multiple markets over time.
Institutional markets
Institutional markets represent a significant opportunity for expanding demand for valueadded blue catfish products. Schools, universities, hospitals, correctional facilities,
military installations, and food banks purchase large quantities of food through centralized
Chesapeake Bay Program. (2023, July 28). Fishing for blue catfish is good for the Bay, but be careful when eating them.
https://www.chesapeakebay.net/news/blog/fishing-for-blue-catfish-is-good-for-the-bay-but-be-careful-when-eating-them
73
SeafoodSource. (2025, March 27). US lawmakers propose transferring blue catfish inspections back to the FDA.
https://www.seafoodsource.com/news/food-safety-health/us-lawmakers-propose-transferring-blue-catfish-inspections-back-to-thefda
74
Southern Maryland Agricultural Development Commission. (2024). Blue catfish feasibility study. Southern Maryland Agricultural
Development Commission. https://smadc.com/wp-content/uploads/2025/01/Blue-Catfish-Feasibility-Study-Final.pdf
72

procurement systems and often require products that are frozen, portion-controlled,
standardized, easy to prepare, and consistently available. These requirements align well
with blue catfish products such as frozen fillets, fish cakes, patties, nuggets, and other
prepared seafood items.
Recent developments at the federal level suggest growing opportunities for wild-caught
blue catfish within institutional food systems. In 2024, the U.S. Department of Agriculture
Agricultural Marketing Service established a procurement specification for Wild-Caught
Catfish Fillets, Unbreaded, Raw, Frozen, creating a standardized framework for institutional
purchasing.75 The specification outlines product, processing, packaging, and distribution
requirements that suppliers must meet to participate in federal food purchasing programs.
Key institutional procurement requirements include:
•
•
•
•
•
•
•

Domestic wild-caught product harvested from U.S. waters
Processing in federally inspected facilities operating under approved food safety
systems
Frozen, skinless fillet products suitable for institutional meal service
Standardized portion sizing, including 4-ounce serving portions
Traceability, labeling, and lot identification requirements
Frozen storage and distribution through refrigerated cold-chain systems
Consistent product quality and year-round availability

These requirements highlight the importance of processing capacity, blast freezing, cold
storage, packaging equipment, food safety compliance, and transportation infrastructure.
While they create additional operational requirements for processors, they also establish a
pathway through which blue catfish products can enter school nutrition programs, food
assistance programs, correctional food systems, and other large-scale institutional
purchasing channels.
The scale of institutional food service operations further illustrates the potential market
opportunity. For example, the Virginia Department of Corrections reports serving more than
80,000 meals daily across its facilities, while school systems, universities, hospitals, and
military installations collectively serve thousands of additional meals throughout the
Commonwealth.76 Even limited incorporation of blue catfish into recurring menu cycles
could create meaningful demand for processors and harvesters, particularly when
U.S. Department of Agriculture, Agricultural Marketing Service. (2024). Supplement 511: Catfish products, frozen. U.S. Department of
Agriculture. https://www.ams.usda.gov/sites/default/files/media/Supplement511CatfishProducts_July2024.pdf
76
Virginia Department of Corrections. (2024, June 7). VADOC Food Operations Mobilization Unit showcases emergency response
capabilities. https://vadoc.virginia.gov/news-press-releases/2024/vadoc-food-operations-mobilization-unit-showcases-emergencyresponse-capabilities/
75

products are available in frozen, portion-controlled formats that align with institutional
purchasing requirements.
Participation in institutional procurement systems also requires vendors to navigate public
purchasing processes and food service specifications. Common considerations include:
•
•
•
•
•

Registration through Virginia's eVA procurement system
Compliance with product specifications and food safety requirements
Ability to meet volume, packaging, and delivery schedules
SWaM certification opportunities for qualifying businesses
Partnerships with distributors and food service contractors already serving
institutional markets

Policy tools may also support institutional and value-added market expansion. The
Mitigation Action and Watermen Support (MAWS) Act of 2026 would establish a NOAA
Chesapeake Bay Office pilot program providing grants to pet food and animal feed
manufacturers that purchase blue catfish from watermen and seafood processors.77 The
legislation is intended to create an additional market outlet for fish that may be difficult to
direct into traditional food-service channels while simultaneously supporting invasive
species management objectives. Supporters argue that expanding pet food and animal
feed applications could create a new source of demand for fish that are undersized,
oversized, or otherwise less suitable for human consumption, thereby improving utilization
rates across the harvest. The legislation also directs NOAA to evaluate how expanded
harvest affects Chesapeake Bay fish and crustacean populations, creating a direct link
between market development and ecosystem management. While human consumption
markets will likely remain the highest-value use for blue catfish, the MAWS Act reflects a
broader recognition that achieving large-scale harvest goals may require multiple end
markets.

Chesapeake Bay Foundation. (2026, March 17). Bill to launch new market for Chesapeake blue catfish passes House.
https://www.cbf.org/news/bill-to-launch-new-market-for-chesapeake-blue-catfish-passes-house/
77

Appendix
Shellfish Aquaculture Trends
In 2022, Virginia’s shellfish aquaculture industry generated more than $55 million in
statewide sales, with roughly $44 million originating from the Eastern Shore,
underscoring the adjacent region’s significant role in Virginia’s shellfish industry and
highlighting potential opportunities for the Middle Peninsula and Northern Neck to
leverage nearby seafood infrastructure, processing systems, and established market
networks to support future seafood and blue catfish market development.
Virginia’s shellfish aquaculture industry has continued to expand in both production and
economic value over the last two decades.78 The total farm gate value of shellfish
aquaculture reached approximately $81 million statewide, including roughly $52 million
from hard clam production and approximately $29 million from eastern oyster sales. Strong
market demand, increasing production volumes, and continued expansion within oyster
aquaculture have contributed to sustained industry growth.
Virginia continues to rank among the leading shellfish-producing states on the East Coast,
supported by a well-established clam industry and a rapidly expanding oyster sector.
Virginia is ranked as the top East Coast state for shellfish sales, with total sales
exceeding those of Maine and Connecticut combined.7980
Shellfish production within Virginia is heavily concentrated on the Eastern Shore due
to favorable salinity conditions, extensive aquaculture infrastructure, and established
hatchery and grow-out operations. Hard clam production, in particular, is largely
concentrated within the Eastern Shore region, providing the area with a distinct geographic
and competitive advantage within the East Coast shellfish market. While oyster production
occurs throughout the Chesapeake Bay, the Eastern Shore continues to play a major role in
hatchery production, seed supply, and commercial oyster aquaculture operations.
The industry also represents a significant source of economic activity and employment
across coastal Virginia. In 2019, Virginia’s aquaculture industry generated an estimated
$177 million in total economic output and supported approximately 1,367 jobs
statewide when accounting for direct, indirect, and induced economic impacts

Virginia Marine Resources Commission. (2025). Commercial harvest reporting and harvest query data. Retrieved from
https://webapps.mrc.virginia.gov/harvest
79
United States Department of Agriculture, National Agricultural Statistics Service. (2024). 2022 Census of Agriculture: United States
summary and state data (Volume 1, Chapter 2). Retrieved from
https://www.nass.usda.gov/Publications/AgCensus/2022/Full_Report/Volume_1,_Chapter_2_US_State_Level/st99_2_022_022.pdf
80
Virginia Institute of Marine Science. (2024). Virginia shellfish aquaculture situation and outlook report. Gloucester Point, VA: William &
Mary, Virginia Institute of Marine Science.
78

associated with aquaculture production, seafood processing, transportation, and
related supply chain activities. 81 Additionally, seafood industry expenditures in Virginia
generated an estimated economic output multiplier of 1.24 in 2019, meaning that every
$1.00 spent within the seafood industry generated an additional $0.24 in economic activity
across the broader economy.

Hard Clam Production
Hard clam aquaculture continues to serve as the economic foundation of Virginia’s
shellfish industry, ranking alongside sea scallops, oysters, blue crabs, and menhaden
as one of the Commonwealth’s most valuable seafood commodities. In 2024, clam
growers reported planting approximately 523 million seed clams and estimated 195 million
in clam sales.82 Average farm gate prices reached approximately $0.24 per clam,
contributing to an estimated $52 million in combined wholesale and retail hard clam sales
statewide.
Industry participants indicated that nearly all clam seed produced in Virginia is planted
within the state. This suggests a highly localized production system in which hatcheries,
grow-out operations, harvesting, and portions of the broader shellfish supply chain remain
closely linked within Virginia, reinforcing the region’s integrated shellfish industry structure.
Clam growers also reported an 11% increase in market clam sales compared to previous
reporting periods, while average farm gate prices increased approximately 20% between
2018 and 2024. Trends related to clam production, sales, and pricing are presented in
Figures 3 and 4.

Market Clams Sold (in
millions)

300
250
200
150
100
50
0
2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2024

Year

Figure 3: Market clam sold (2005–2024)83
University of Florida Institute of Food and Agricultural Sciences, Food and Resource Economics Department. (2022). Economic
contributions of the U.S. seafood industry and imports. Retrieved from https://fred.ifas.ufl.edu/media/fredifasufledu/economic-impactanalysis/reports/FRE_Economic_Contributions_US_Seafood_Imports_Report_2022_Web.pdf
82
Virginia Institute of Marine Science. (2024). Virginia shellfish aquaculture situation and outlook report. Gloucester Point, VA: William &
Mary, Virginia Institute of Marine Science.
83
Ibid.
81

Price Per Market Clam

1.5

1

0.5

0
2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2024

Year

Figure 4: Market clam price (2005–2024). Dot indicates the average for the individual
year.84

Oyster Production
Virginia’s oyster aquaculture industry has increasingly shifted toward intensive
containerized production systems utilizing triploid oysters, which offer faster growth rates
and improved disease resistance.85 Oyster grow-out activity generally occurs from April
through November, while harvesting activity is concentrated between October and March.
In 2024, growers reported planting approximately 82.4 million single-seed oysters, with
triploids accounting for 93% of planted seed. Growers sold an estimated 43.4 million
market oysters in 2024, with projected growth continuing into 2025. This represents an
increase of nearly 10 million oysters since 2018, when approximately 36 million oysters
were sold. Average reported oyster prices reached $0.54 per oyster in 2024, contributing to
an estimated $19.1 million in containerized oyster revenue statewide.
Trends regarding oyster sales and pricing can be found in Figure 5 and 6. In 2024, Virginia
oyster sales reached a two-decade high, reflecting continued expansion of the
Commonwealth’s oyster aquaculture sector.86 Compared to 2018, the number of market
oysters sold increased while average oyster prices rose from approximately $0.45 to $0.54
per oyster in 2024, indicating continued market strength and value growth for Virginiagrown oysters. Similar to previous years, the majority of Virginia oysters continued to be
sold through wholesale channels and distributed to out-of-state markets.

Virginia Institute of Marine Science. (2024). Virginia shellfish aquaculture situation and outlook report. Gloucester Point, VA: William &
Mary, Virginia Institute of Marine Science.
85
Virginia Institute of Marine Science. (2024). Virginia shellfish aquaculture situation and outlook report. Gloucester Point, VA: William &
Mary, Virginia Institute of Marine Science.
86
Ibid.
84

Market Oysters Sold (in
millions)

50

40
30
20
10
0
2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2024

Year

Figure 5: Intensive Containerized Market Oysters Sold (2005–2024).87

Price Per Market Oyster

1.5

1

0.5

0
2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2024

Year

Figure 6: Intensive Containerized Market Oysters Price (2005–2024). Dot indicates the
average for the individual year.88
Shellfish hatcheries remain a critical component of Virginia’s aquaculture supply chain and
are heavily concentrated along the Eastern Shore. With hatcheries sales of
approximately 322 million single oyster seed, 4.7 billion eyed larvae, and 1.3 billion
clam seed in 2024, Eastern Shore hatchery operations support not only Virginia
growers but also producers along the broader East Coast. 89 Compared to the previous
survey conducted in 2018, triploid seed and eyed larvae production declined modestly,

Virginia Institute of Marine Science. (2024). Virginia shellfish aquaculture situation and outlook report. Gloucester Point, VA: William &
Mary, Virginia Institute of Marine Science.
88
Ibid.
89
Virginia Institute of Marine Science. (2024). Virginia shellfish aquaculture situation and outlook report. Gloucester Point, VA: William &
Mary, Virginia Institute of Marine Science.
87

though out-of-state sales of oyster seed and larvae increased, reinforcing Virginia’s
continued importance as a regional supplier.

Hatchery Products Sold (in millions)

7000
6000
5000
4000
3000
2000
1000
0
2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2024

Year
Oyster Eyed Larvae

Oyster Seed

Figure 7: Hatchery product sales (2005–2024)90

90

Ibid.

Clam Seed